1 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Performance and Accountability Report

A R C H I T E C T O F T H E C A P I T O L • F I S C A L Y E A R 2 023
Introduction

Figure 1. Map of the U.S. Capitol Campus

Who We Are: The Architect of the Capitol (AOC) is responsible for the 

care and operation of the U.S. Capitol campus, which includes more 

than 18.5 million square feet of facilities, 570 acres of grounds and 

thousands of works of art. AOC employees work behind the scenes 

24 hours per day to preserve the historic buildings and grounds on 

the Capitol campus, provide Congress and the Supreme Court with 

modernized facilities and infrastructure to conduct their business and 

inspire memorable experiences for visitors.

Established: The AOC traces its origins to 1793 and was formally 

established by congressional legislation in 1876.

Branch of Government: Legislative

Leadership: Chere Rexroat, RA, Acting Architect of the Capitol

Number of Permanent Employees: 2,250 as of September 30, 2023

Fiscal Year 2023 Budget Authority: $1,344.2 million

Mission: Serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences.

Vision: Working together, we strengthen and showcase the 

foundation, facilities and functions supporting American democracy.

Website: www.aoc.gov

DID YOU KNOW?

The AOC serves as the steward for the U.S. Capitol Building, 

the U.S. Capitol Visitor Center, the House and Senate office 

buildings, the Library of Congress buildings, the Supreme 

Court of the United States, the U.S. Botanic Garden, the 

Capitol Power Plant and other surrounding grounds and 

facilities. The major facilities on the Capitol campus that fall 

under the AOC’s care are displayed in Figure 1. A virtual 

tour of the Capitol campus is available at: www.aoc.gov/

explore-capitol-campus/visitor-resources/virtualfield-trips.

ABOUT THE COVER

The U.S. Capitol’s cast-iron dome has 

long been admired as a masterpiece 

of American engineering and 

ingenuity. This image captures 

spring at the U.S. Capitol, the season 

when thousands of bulbs planted in 

flower beds throughout the Capitol 

campus sprout a riot of color.

 
1 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

About This Report

The Fiscal Year (FY) 2023 Performance and Accountability Report (PAR) 

provides Congress and the American public with a detailed account of 

the agency’s financial and operational performance. The report was 

prepared in accordance with Office of Management and Budget (OMB) 

Circular A-136, Federal Reporting Requirements and covers the fiscal 

period beginning October 1, 2022, and ending September 30, 2023. 

As a legislative branch agency, the AOC is exempt from most federal 

financial management and reporting requirements. However, to 

promote transparency and accountability, the agency has adopted 

generally accepted accounting principles (GAAP) for financial 

reporting in a manner consistent with other federal agencies. Where 

appropriate, the AOC references additional federal legislation and 

related guidance in its financial management and reporting policies 

and practices. These include:

 Accountability of Tax Dollars Act of 2002

 Antideficiency Act

 Chief Financial Officers Act of 1990

 Debt Collection Improvement Act of 1996

 Do Not Pay Initiative

 Federal Financial Management Improvement Act of 1996

 Federal Information Security Modernization Act of 2014

 Federal Managers’ Financial Integrity Act of 1982

 Government Management Reform Act of 1994

 Government Performance and Results Act (GPRA) of 1993 (as 

amended by the GPRA Modernization Act of 2010)

 OMB Circular A-11, Preparation, Submission and Execution of the 

Budget

 OMB Circular A-123, Management’s Responsibility for Enterprise Risk 

Management and Internal Control

 OMB Circular A-136, Financial Reporting Requirements 

 Reports Consolidation Act of 2000

The PAR provides a comprehensive look at the FY 2023 priorities, 

projects and achievements. Throughout the report, Capitol Highlights 

spotlight noteworthy accomplishments. Infographics, charts, tables 

and photographs provide additional insight into the FY 2023 

achievements. The report also includes links to online videos, websites 

and social media platforms that provide additional information about 

the landmark buildings, grounds, monuments and art of the 

Capitol campus. For ease of reading, hyperlinks are indicated by this 

symbol . The full web addresses are included in Appendix J.

The PAR is available online in a Section 508-compliant version, a 

mobile app version and in formats compatible with Apple and 

Android tablets.

As a complement to this report, a Performance and Accountability 

Highlights report and video provide a high-level snapshot of the 

agency and FY 2023 accomplishments.

 

 

 

 

 

 

 

Infographic. Getting To Know the AOC
2 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Message From the Acting Architect of the Capitol

being of lawmakers, staff, and visitors. We provided support for 

several highly visible events, including the State of the Union address, 

a Congressional Gold Medal ceremony honoring the U.S. Capitol 

Police and the Washington, D.C. Metropolitan Police Department, a 

statue unveiling ceremony at the National Statuary Hall, the 125thanniversary celebration of the Thomas Jefferson Building, and the 

Botanic Garden orchid collection exhibit in partnership with the 

Smithsonian Gardens. 

\We completed the final phase of the Russell Senate Office Building 

repair and restoration multi-year capital renewal program. In addition 

to fully restoring the exterior of this landmark building, the project 

implemented crucial life safety improvements, increased accessibility, 

and improved energy efficiency.

Our commitment to sustainability continues to yield significant 

results. Examples include integrating sustainable design requirements 

in capital renewal efforts such as the Botanic Garden Production 

Facility Renewal project, a perimeter heating system in the Ford House 

Office Building, and the energy savings performance contract (ESPC) 

at the Library of Congress. These efforts contribute to sizable energy 

savings, water conservation, and reduced environmental impacts.

Although this report commemorates the agency’s many notable 

achievements, it is equally important to acknowledge that 

transformational change and resilience go hand-in-hand. We continue 

to address various complex and emerging requirements, the most 

significant is attracting and retaining talent in an environment with 

increasing labor and skills shortages. The Human Capital Strategy 

created new pathways to advancement, helping to advocate equity 

and access to learning, development, and heightened engagement. 

We concentrated on accountability, empowerment and expanded 

recruiting efforts to address the issue. Maintaining a viable workforce 

by investing in our employees and providing a safe, equitable, and 

inclusive work environment remain top agency priorities.

Our mission of safeguarding and maintaining the buildings and 

facilities under our care is vital. The current deferred maintenance and 

capital renewal backlog is $2.6 billion, a $521 million increase over the 

FY 2022 amount. This increase is primarily associated with ongoing 

capital renewal work, typical for aging and fully operational facilities 

where maintenance is suspended, and repairs postponed. To address 

the renewal backlog we will utilize a comprehensive Enterprise Asset 

Management (EAM) strategy to proactively prioritize future program 

requirements. EAM will adopt industry best practices (such as ISO 

55001) to manage maintenance precedence, mitigate obsolescence 

It is my privilege to present the Architect of the Capitol’s (AOC) Fiscal 

Year (FY) 2023 Performance and Accountability Report (PAR). This 

report underscores our commitment to transparency, accountability, 

and reliable stewardship of the public resources entrusted to the 

agency by Congress and the American people. The PAR serves as a 

testament to the dedication of the more than 2,300 skilled employees 

who diligently accomplish our distinguished mission to serve 

Congress and the Supreme Court, preserve the historic facilities and 

grounds under our care, and inspire memorable visitor experiences.

We serve as the steward for many of the nation’s most important 

historic buildings and assets. Our responsibility includes the 

operations, preservation, and care of more than 18.5 million square 

feet of facilities, 570 acres of grounds, and thousands of works of art. 

The responsibility of maintaining these historic facilities in a manner 

that safely and effectively meets the working needs of Congress 

and the Supreme Court while simultaneously welcoming millions of 

annual visitors to the Capitol campus is a credit to our talented and 

resilient workforce.

This fiscal year, we accomplished several key initiatives in alignment 

with our strategic goals to Maintain Awe-Inspiring Facilities, Provide 

Extraordinary Services, Foster an Innovative and Empowered 

Workforce, and Operate as One Team Dedicated to One Mission. The 

Capitol campus fully reopened to pre-pandemic levels. We hosted 

more than 3.5 million visitors while observing public health guidelines 

and applying enhanced security measures to safeguard the well-
3 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

and redundancy, boost reliability, streamline costs, and effectively 

forecast future needs.

We remain committed to integrating best practices, adopting lessons 

learned, and innovative thinking to improve our operations and 

programs, boost performance, and enhance fiscal accountability. 

The financial information included in this report demonstrates our 

commitment to upholding sound fiscal practices, emphasizing data 

integrity, and delivering reliable financial reporting. I am pleased to 

report that for the 19th consecutive year, we received an unmodified 

audit opinion of our consolidated financial statements. As presented 

in the Acting Architect’s Statement of Assurance, I provide my 

assurance that the financial and performance data presented in this 

report is complete, reliable, and accurate. We are proud of all that we 

have accomplished during this transformative year, emphasizing that 

the Architect of the Capitol is not one person or a singular title; it is 

comprised of dedicated employees who embody all the components 

listed herein. “We are the AOC!”

Acting Architect of the Capitol

November 15, 2023
4 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

How This Report Is Organized

SEC TION ONE: MANAGEMENT’S DISCUSSION 

AND ANALYSIS 

The Management’s Discussion and Analysis (MD&A) section provides 

an overview of the AOC’s purpose, role and responsibilities, including 

the agency’s history, mission and organizational structure. It outlines 

the strategic planning framework, presents key accomplishments 

and summarizes performance against the goals established in the 

Strategic Plan. In addition, the MD&A includes highlights of the 

performance and financial results, a description of fiscal management 

systems, statements of compliance with financial laws and regulations 

and the Acting Architect’s Statement of Assurance. The section also 

includes information on the enterprise risk management (ERM) efforts 

and descriptions of the critical risks facing the agency. 

SEC TION T WO: PERFORMANCE INFORMATION 

The Performance Information section details the strategic planning 

process and respective performance goals, objectives and key 

performance indicators (KPI). It includes a detailed account of the FY 

2023 accomplishments and performance, specifically, progress against 

the goals, objectives and KPIs in the Strategic Plan.

SEC TION THREE: FINANCIAL INFORMATION 

The Financial Information section includes the independent auditors’ 

report, the Inspector General’s transmittal letter, the Architect of the 

Capitol’s response to the Inspector General, the audited financial 

statements and notes and other required supplementary information.

SEC TION FOUR: OTHER INFORMATION 

The Other Information section supplements the prior sections of 

the report. It includes a summary of the financial statement audit 

and management assurances, the Inspector General’s Statement of 

Management Opportunities and Performance Challenges, payment 

integrity and real property capital planning information and 

mandatory congressional reports on energy and sustainability, small 

business accomplishments and human capital management.

APPENDICES 

Appendices to the report offer additional information on the agency. 

These include a description of the major facilities under the agency’s 

care, a summary of accomplishments and priorities for each of the 

nine operational jurisdictions, a listing of major exhibitions and visitor 

attendance data, a glossary of key terms, a list of abbreviations and 

acronyms cited throughout the report and a list of websites found in 

the report. Links to relevant websites and media platforms appear at 

the end of the report.

CERTIFICATE OF EXCELLENCE IN ACCOUNTABILITY REPORTING PROGRAM

The AOC received AGA’s Certificate of Excellence in Accountability Reporting (CEAR) for the FY 2022 PAR. The CEAR program was established 

in conjunction with the Chief Financial Officer Council and OMB to enhance federal agency financial and 

program accountability through the recognition of high-quality reports and 

the promotion of effective reporting best practices. The recognition for the 

FY 2022 PAR was the 11th time the AOC received the award. 

The AOC also received a Best-in-Class award for the report’s insightful 

Forward-Looking Information section. The award recognized the effective 

presentation of the ERM program, the comparison of assessed risks to 

the Office of the Inspector General (OIG)-identified challenges and the 

informative discussion of risks in alignment with planned responses. The 

CEAR special awards were created to further encourage federal agency 

innovation and improvement in performance and accountability reporting. 

This was the first year AGA recognized an agency in this category.
5 Introduction

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

A: Combining Schedule of Budgetary Resources ...................120

B: Deferred Maintenance and Repairs ......................................122

C: Heritage Assets ..........................................................................123

Section Four: Other Information (Unaudited)............................135

Overview ................................................................................................135

Summary of Financial Statement Audit and 

Management Assurances ............................................................136

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges ..........................137

Payment Integrity ................................................................................154

Real Property Capital Planning ........................................................155

Energy and Sustainability Program Management Report ..............156

Small Business Accomplishments Report ......................................160

Human Capital Management Report .............................................161

Appendices (Unaudited) ........................................................................169

Appendix A: Architects of the Capitol ..........................................169

Appendix B: Major Facilities ............................................................170

Appendix C: The Operational Jurisdictions.................................172

Appendix D: Major Stone Repair and Preservation Projects ...178

Appendix E: Major Exhibitions and Programs ...........................179

Appendix F: Capitol Campus Visitation Statistics .....................181

Appendix G: Reimbursable Accounts Summary ........................182

Appendix H: Glossary ........................................................................183

Appendix I: Abbreviations and Acronyms .................................186

Appendix J: Websites .......................................................................189

Appendix K: Acknowledgements ..................................................190

Appendix L: Citizen-Centric Report ..............................................191

Websites and 

Media Platforms (Unaudited) ............................(Inside Back Cover)

Introduction (Unaudited) ........................................(Inside Front Cover)

About the Cover .....................................................(Inside Front Cover)

About This Report ................................................................................... 1

Message From the Acting Architect of the Capitol ......................... 2

How This Report Is Organized .............................................................. 4

Table of Contents ..................................................................................... 5

Section One: Management’s Discussion 

& Analysis (Unaudited) .......................................................................... 7

Overview .................................................................................................... 7

About the AOC ......................................................................................... 7

History of the AOC ................................................................................... 8

Mission, Vision and Core Values .........................................................10

Customer Service Philosophy .............................................................10

Organizational Structure ..................................................................... 11

Performance Highlights .......................................................................16

Forward-Looking Information ...........................................................35

Financial Highlights ..............................................................................43

Financial Management Systems Framework ..................................51

Financial Management Systems Improvement Strategy...................53

Analysis of Systems, Control and Legal Compliance.....................54

Federal Managers’ Financial Integrity Act of 1982 ......................54

Acting Architect’s Statement of Assurance ....................................55

Summary of Financial Statement Audit 

Material Weaknesses and Nonconformances............................56

Other Financial Compliances ..............................................................57

The Year in Photos (Unaudited)............................................................58

Section Two: Performance Information (Unaudited) ...............61

Overview ..................................................................................................61

Introduction ............................................................................................61

The Balanced Scorecard ......................................................................61

Data Validation and Verification ........................................................62

Strategic Goal 1: Maintain Awe-Inspiring Facilities .......................63

Strategic Goal 2: Provide Extraordinary Services ..........................66

Strategic Goal 3: Foster an Innovative and 

Empowered Workforce ...................................................................70

Strategic Goal 4: Operate as One Team, 

Dedicated to One Mission ..............................................................73

Strategic Objectives ..............................................................................76

Section Three: Financial Information ...............................................83

Overview (Unaudited) ..........................................................................83

Introducing the Principal Financial Statements (Unaudited) .....83

Inspector General Transmittal (Unaudited) ....................................84

Independent Auditors’ Report ..........................................................86

Architect of the Capitol’s Response to the 

Inspector General (Unaudited) .....................................................89

Financial Statements ............................................................................90

Notes to the Financial Statements ...................................................94 

Required Supplementary Information (Unaudited) ...................120

Table of Contents

Capitol Highlights (Unaudited)

Olmsted’s Legacy Continues to Inspire 

Innovation and Excellence ...................................................................21

Sustainability at the AOC ............................................................................. 23

Thomas Jefferson Building Celebrates Its 125th Anniversary .............24

Prioritizing Workforce Health and Wellness ............................................31

Preserving History and Celebrating Diversity 

in National Statuary Hall ........................................................................33

Completion of Russell Exterior Envelope Project .................................65

The AOC Moves in the 118th Congress ......................................................69

Staff Recognized for More Than 35 Years of Service .............................72

The National Statuary Hall Collection .................................................... 126

Infographics (Unaudited)

Getting To Know the AOC ...............................................................................1

Architect of the Capitol Responsibilities ....................................................8

Legislative Branch Financial Management System Users ....................51

Human Capital by the Numbers .............................................................. 166
SECTION ONE
SECTION ONE 7 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

SECTION ONE

Management’s

Discussion & Analysis

Overview

The MD&A introduces the agency and includes information on the 

history, mission, vision, organizational structure and a description of 

the operational jurisdictions. It presents an overview of the strategic 

planning framework, introduces the Bridge Strategic Plan and 

provides a high-level account of FY 2023 performance results against 

the strategic goals established in the plan. The MD&A also provides 

detailed information on the financial performance and financial 

management systems, strategies and challenges. This includes 

management assurances required under the Federal Managers’ 

Financial Integrity Act of 1982, the Federal Financial Management 

Improvement Act of 1996, and OMB Circular A-123, along with the 

agency’s compliance with applicable federal financial laws and 

regulations. The section also includes a discussion of the most 

significant risks facing the agency and the respective current and 

planned mitigation responses.

About the AOC

The AOC is charged with the maintenance, care and preservation of 

the Capitol campus. This responsibility includes more than 18.5 million 

square feet of facilities, 570 acres of grounds and thousands of works 

of art. Iconic landmarks under the agency’s stewardship include the 

U.S. Capitol Building, the U.S. Capitol Visitor Center, Senate office 

buildings, House office buildings, the Supreme Court of the United 

States, the Library of Congress, the U.S. Botanic Garden and the U.S. 

Capitol Grounds. 

The AOC workforce, consisting of more than 2,500 full-time 

employees, seasonal staff and contractors, work around the clock 

and behind the scenes to maintain and preserve the buildings and 

grounds of the Capitol campus and support the more than 30,000 

daily occupants and visitors. Figure 2 provides the distribution of the 

agency’s full-time employees by location.

* Positions under the All Supporting Offices category include the organizations supporting the operating jurisdictions and also include C-suite offices, such as the Office of 

the Chief Engineer, the Office of the Chief Administrative Officer, the Office of the Chief Security Officer and others.

Previous page: The terrace wall surrounding the U.S. Capitol provides a visual architectural base that heightens the grandeur of the building.
SECTION ONE 8 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The highly diverse workforce includes architects, carpenters, 

custodians, electricians, engineers, gardeners, historic preservation 

specialists, laborers, masons, mechanics, painters, planners, plasterers, 

plumbers, sheet metal workers, upholsterers, woodcrafters and other 

craftspeople. These artisans and professionals use a combination of 

modern-day techniques and centuries-old trade skills to fulfill the 

agency’s stewardship responsibilities. The Infographic. Architect 

of the Capitol Responsibilities provides a summary of the 

agency’s extensive mission responsibilities. Additional information on 

the workforce is available online.

In addition to functioning as workspace for more than 20,000 people, the 

Capitol campus is also a destination for more than three million annual 

visitors. The AOC is responsible for ensuring a safe environment for 

these individuals and providing an educational and inspirational visitor 

experience to the Capitol campus’ historic buildings, grounds and assets.

Most of the AOC’s managed facilities are located on or near Capitol 

Hill, however, the agency also maintains facilities across the National 

Capital Region. Figure 1, on the inside front cover of the report, 

provides an annotated map of Capitol Hill showing the location of the 

major facilities. Appendix B lists the major facilities under the AOC’s 

care. Figure 3 charts the historical growth of the agency’s facility 

management responsibilities from the construction of the U.S. Capitol 

Building to the present day. 

History of the AOC

1790 -1800

The AOC’s origins date to the nation’s early years and the 

founding of the federal capital. The Residence Act of 1790

established Washington, D.C. as the seat of the national 

government and authorized a Board of Commissioners to “provide 

suitable buildings for the accommodation of Congress.” The 

commissioner hired Pierre Charles L’Enfant to develop a city plan and 

Andrew Ellicott to survey the boundaries of the 100-square-mile 

federal district. In 1792, Dr. William Thornton’s depiction of a grand, 

two-winged structure topped by a central dome won a public 

competition for the design of the U.S. Capitol Building (U.S. Capitol). 

Today, Thornton is credited as the first “Architect of the Capitol.” 

Construction of the U.S. Capitol began when President George 

Washington set the building’s cornerstone in 1793, and seven years 

later, in 1800, Congress convened in the building for the first time.

1801-1900

In 1802, Congress consolidated the duties of the Board of 

Commissioners into a single superintendent, the 

Commissioner of Public Buildings and Grounds, with the 

responsibility for the care of the U.S. Capitol, which at the time housed 

Congress, the Library of Congress, the Supreme Court, the district 

 

 

Infographic. Architect of the Capitol Responsibilities
SECTION ONE 9 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

 

 

Note: This figure displays the square footage for all AOC-managed facilities (owned and leased), based on the year the facility was added to its portfolio. 

Only major facilities are labeled in the figure. 

Figure 3. Growth in Facilities Under the AOC’s Care

courts and other offices and the U.S. Capitol Grounds. Following the 

1814 burning of the U.S. Capitol by British troops, the building was 

restored and expanded to accommodate the needs of a growing 

Congress. During the 1850s and 1860s, a new position, the Architect of 

the Capitol Extension, oversaw the cast-iron dome construction and 

the addition of the north and south extensions to the building. The 

artist Constantino Brumidi’s murals, painted between 1855 and 1880, 

contributed to the U.S. Capitol’s beauty and unique symbolic 

character.1

 In 1867, Congress combined the responsibilities of the 

Commissioner of Public Buildings and Grounds with those of the 

Architect of the Capitol Extension. Between 1874 and 1892, the 

grounds surrounding the U.S. Capitol expanded based on the 

visionary design of American landscape architect Frederick Law 

Olmsted. During this period, in 1876, Congress established the 

Architect of the Capitol as a permanent office under the legislative 

branch of the federal government.

1901-2000

As the size of the Capitol campus continued to expand, so 

did the AOC’s mission and responsibilities. During the 20th 

century, the agency assumed responsibility for the 

operation, maintenance and preservation of the Library of Congress’ 

Thomas Jefferson Building and the U.S. Botanic Garden (USBG). The AOC 

also oversaw new construction on Capitol Hill to support the expanding 

1 Brumidi, who described himself as “the artist of the Capitol,” painted “The 

Apotheosis of Washington” and portions of the “Frieze of American History” in 

the U.S. Capitol Rotunda, along with murals throughout the building’s corridors 

(named the Brumidi Corridors in his honor) and rooms. 

needs of Congress, the Supreme Court2 and the Library of Congress. 

During this period, the AOC managed the construction of three House 

office buildings, three Senate office buildings, the Supreme Court of the 

United States, the Thurgood Marshall Federal Judiciary Building, the 

Library of Congress’ John Adams Building and James Madison Memorial 

Building, the Capitol Power Plant’s generator building and main boiler 

plant and other support facilities. The U.S. Capitol was named a National 

Historic Landmark in 1960. In 2000, a symbolic groundbreaking initiated 

the construction of the U.S. Capitol Visitor Center (CVC).

2001-PRESENT

The 21st century began with the construction of the 

CVC, which was completed and opened to the public in 

2008. The addition of the CVC marked the largest 

expansion of the U.S. Capitol and significantly enhanced the security, 

safety, comfort and educational experience of its visitors. In 2011, the 

AOC received responsibility for Union Square, a 13-acre site between 

the U.S. Capitol and the National Mall, which increased the agency’s 

stewardship land responsibility to more than 570 acres. In 2017, 

Congress transferred responsibility for the O’Neill House Office 

Building to the AOC. In 2018, the agency completed construction on 

the Cogeneration Plant at the Capitol Power Plant. Currently, the AOC is 

conducting a wide range of building, facility and infrastructure 

restoration and renewal projects across the Capitol campus. 

2 The AOC shares facility management responsibilities for the Supreme Court of 

the United States with the Marshal of the Supreme Court. 
SECTION ONE 10 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Mission, Vision and Core Values

MISSION 

To serve Congress and the Supreme Court, preserve America’s Capitol 

and inspire memorable experiences.

VISION

Working together, we strengthen and showcase the foundation, 

facilities and functions supporting American democracy.

CORE VALUES

The AOC’s shared workplace values influence the choices made and 

the actions taken to meet the agency’s mission. These four core values 

(Respect, Integrity, Safety and Empowerment) allow employees to 

RISE together.

 RESPECT | We treat one another with civility and kindness, so that 

we honor the value and dignity of all people.

 INTEGRITY | We demonstrate honesty, ethics and reliability, so that 

we earn trust and do what is right.

 SAFETY | We are governed by the foundation of safety always, so 

that we can feel safe, make safe and be safe.

 EMPOWERMENT | We are one team seeking better ways to do our 

work, so that we all contribute to the success of the AOC.

Customer Service Philosophy

The customer service behaviors of AOC employees demonstrate our 

commitment to being ROC stars.

 RESPONSIVE | We immediately acknowledge our customers and 

their needs; we ensure they receive a timely resolution.

 OWNERSHIP | We provide a personalized and proactive service; we 

anticipate needs and implement solutions.

 COURTEOUS | We treat others as we want to be treated; everyone is 

a very important person.

WATCH OUR VIDEO:

A Mission We Love 

Other videos detailing the agency’s mission and 

accomplishments are available on the AOC YouTube channel.

A craftsman repaints a window frame on the U.S. Capitol as part of Phase 3 of the U.S. Capitol Exterior Stone and Metal Preservation Project.
SECTION ONE 11 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Organizational Structure 

THE ARCHITECT OF THE CAPITOL

The Architect of the Capitol is both the name of the U.S. legislative 

branch agency responsible for the maintenance of the Capitol campus 

and the title for the leader of the agency.3

 The Office of the Architect is 

supported by a C-suite of executives and office heads that provide 

oversight, direction and assistance to the nine operational 

jurisdictions. The jurisdictions are the frontline service providers to 

Congress and the Supreme Court. This organizational structure 

underpins the overarching vision and direction for the agency, 

maximizes efficiencies and effectiveness and enables responsible 

mission delivery. Figure 4 presents the organizational chart as of 

September 30, 2023. The agency’s organizational directory is 

available online.

The Architect of the Capitol is a 10-year presidential appointment that 

is subject to Senate confirmation. In addition to leading the agency, 

the Architect serves as the acting director of the USBG, as a member of 

the Capitol Police Board and the Congressional Accessibility Services 

3 The abbreviation “AOC” is used to refer to the agency. The terms “Architect of 

the Capitol” or “Architect” or “Acting Architect” are used to refer to the head of 

the agency.

Board and an ex-officio member for the U.S. Capitol Preservation 

Commission and the National Building Museum. Additionally, the 

Architect is a member of the District of Columbia Zoning Commission, 

the President’s Advisory Council on Historic Preservation, the 

National Capital Memorial Advisory Commission, the Art and Advisory 

Committee to the Washington Metropolitan Area Transit Authority 

and the National Institute for the Conservation of Cultural Property. 

Appendix A provides a list of the individuals who have served as the 

Architect of the Capitol throughout the nation’s history. Currently, the 

position is unfilled and the responsibilities have been delegated to an 

Acting Architect of the Capitol. 

THE OFFICE OF THE ARCHITECT

The Office of the Architect provides an enterprise perspective and 

vision for the AOC and helps the agency navigate legal, political and 

regulatory requirements and challenges. The Office of the Architect 

includes the Acting Architect of the Capitol, the Deputy Architect of 

the Capitol, the Chief of Staff, the General Counsel, the Legislative 

and Public Affairs Director and the Safety and Code Compliance 

Director. Additionally, Equal Employment Opportunity Officials have 

a direct reporting relationship to the Acting Architect. The Inspector 

General and the Attending Physician operate independently and 

have administrative reporting relationships with the Acting Architect. 

The Office of the Architect is funded by the Capital Construction and 

Operations appropriation.

Figure 4. Organizational Structure

 

Note: The dashed lines on the chart identify offices with split reporting relationships. The Office of Inspector General is an independent office and reports to Congress, however the 

Inspector General reports to and is supervised by the Architect of the Capitol. The Equal Employment Opportunity officials have a direct reporting relationship to the Architect of 

the Capitol but are managed by the Deputy Architect of the Capitol and the Chief Administrative Officer. The Office of Attending Physician is an independent legislative branch office 

supported by the AOC.
SECTION ONE 12 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Figure 5. The Office of the Chief of Operations

 

The Deputy Architect of the Capitol assists the Acting Architect 

in running the agency. 

The Chief of Staff provides executive support to the Acting 

Architect and the Deputy Architect and serves as the liaison to the 

Office of Inspector General and the U.S. Government Accountability 

Office (GAO).

The Equal Employment Opportunity (EEO) Official manages 

the agency’s efforts to provide a work environment free of 

discrimination and harassment; promotes an inclusive, respectful and 

civil workplace; and ensures supervisors and employees proactively 

deal with conflict resolution. 

The Office of Attending Physician (OAP) provides primary care 

and emergency, environmental and occupational health services in 

support of the congressional community, the Supreme Court, visiting 

dignitaries, pages, staff and tourists. The OAP operates multiple health 

units across the Capitol campus. The OAP is a separate legislative 

branch office than the AOC and receives direction from the Attending 

Physician. The AOC provides administrative support to the OAP.

The Office of General Counsel (OGC) provides legal guidance on 

matters involving construction and service contracts, occupational 

safety and health, labor management and employee relations, 

environmental issues, new and proposed legislation, insurance and 

liability and property acquisition management. The OGC serves as the 

supervising ethics office.

The Office of Inspector General (OIG) promotes the integrity, 

efficiency and effectiveness of operations and programs. The OIG 

conducts independent audits and investigations, reviews existing and 

proposed legislation and regulations, recommends policies to 

promote economy and efficiency and detects and prevents fraud and 

abuse. The OIG issues a semiannual report to Congress. This and other 

OIG reports are available online.

The Office of Legislative and Public Affairs is responsible for 

strategic communication initiatives, legislative affairs and media 

and community relations. The office oversees communications to 

Members of Congress and their staff and external parties including 

the press, government agencies and the public. The office also creates 

a variety of resources for agency stakeholders including graphics, 

videos, publications and web content.

* The Chief Executive Officer for Visitor Services is in charge of the U.S. Capitol Visitor Center. The position reports administratively to the Architect of the Capitol but operates under 

the Chief of Operations.
SECTION ONE 13 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Tholos, the AOC’s quarterly digital 

employee magazine, provides stories that 

communicate the AOC’s mission to serve, 

preserve and inspire. Current and past 

volumes of the magazine are 

available online.

The Office of the Chief Administrative Officer (OCAO) provides 

administrative and business support to the agency. The office includes 

AOC University; Curator Division; Diversity, Inclusion and Dispute 

Resolution (DI/DR) office; Human Capital Management Division 

(HCMD); Information Technology Division (ITD); Office Services 

Division; Policy and Special Programs Division; and Supplies, Services 

and Material Management Division.

DID YOU KNOW?

The Curator Division is responsible for the care and 

conservation of the architectural, fine and decorative 

arts under the AOC’s stewardship and manages the 

Photography and Technical Imaging Branch and the 

Records Management and Archives Branch. 

The Office of the Chief Engineer (OCE) oversees long-range 

facility planning, architectural and engineering design, historic 

preservation and project, program and construction management. 

The office conducts master planning, building performance audits, 

retro-commissioning and facility condition assessments (FCA). The 

office also manages the energy and sustainability program, provides 

project-funded, in-house construction services, supports critical 

Capitol campus systems and oversees the enterprise asset 

management (EAM) and building automation systems.

The Office of the Chief Financial Officer (OCFO) manages the 

financial needs of the operational jurisdictions and central services. 

The OCFO carries out the core functions of budgeting, accounting, 

financial systems operations, program analysis and evaluation, 

enterprise data management and ERM. The office provides real-time 

financial analysis and information that promotes economies of scale, 

builds evidence-based requirements and maximizes performance.

The Office of the Chief of Operations (OCO) oversees the nine 

operational jurisdictions. Each jurisdiction is funded by a separate 

appropriation and is described in more detail below. Figure 5

displays the operational jurisdictions that report to the Chief 

of Operations.

The Office of the Chief Security Officer (OCSO) includes the 

Capitol Police Buildings, Grounds and Security jurisdiction and 

designates and provides oversight of the execution of security-related 

and sensitive facility and infrastructure projects. The OCSO is 

responsible for the maintenance, care and operation of the buildings, 

grounds and physical security enhancements of the U.S. Capitol Police, 

related campuswide physical security infrastructure and an off-site 

campus supporting other legislative branch agencies. The OCSO 

coordinates interagency emergency preparedness and manages 

internal security programs and policies, including personnel suitability 

and badging, continuity of operations, critical infrastructure and 

resiliency programs and the emergency management program.

The Office of Safety and Code Compliance (SCC) leads agency 

efforts to provide a world-class safety culture, reduce injuries and 

ensure compliance with safety, fire and environmental regulations. 

The office establishes safety, environmental and fire prevention 

and protection policy and oversees code and industry standard 

compliance. It serves as the point of contact with regulatory 

agencies for occupational safety and health, fire protection and 

environmental matters.

OPERATIONAL JURISDICTIONS

Each of the nine operational jurisdictions is responsible for distinct 

parts of the Capitol campus. They provide frontline service to 

Congress and the Supreme Court. The AOC receives a separate 

appropriation for each jurisdiction. The jurisdictions’ fiscal year 

accomplishments are included in the Performance Highlights section 

of this report. Additional FY 2023 accomplishments and FY 2024 

priorities for each jurisdiction are included in Appendix C. 

The Capitol Building jurisdiction is responsible for the care and 

stewardship of the U.S. Capitol. The jurisdiction’s services include 

carpentry, construction, custodial, electrical, elevator, heating and air 

conditioning, insulation, labor, masonry, painting, plumbing and sheet 

metal. It supports special events held on the Capitol campus (see 

Figure 7) and provides facility maintenance for the CVC. In addition, the 

jurisdiction supports programs related to occupational safety and health, 

sustainability, recycling and energy management, and fire detection and 

protection management. The jurisdiction also manages the Capitol Flag 

Program, allowing citizens to request a flag that has been flown over the 

U.S. Capitol via their congressional office.

The Capitol Grounds and Arboretum jurisdiction maintains and 

preserves the historic landscape of the Capitol campus. The grounds 

encompass 286 acres, including Union Square, the 13-acre site 

situated between the U.S. Capitol’s West Front and the National Mall. 

The jurisdiction provides professional grounds management services, 

vehicle and equipment maintenance, sustainable irrigation practices, 

masonry restoration and preservation of landscape elements and 

memorials. The jurisdiction also provides snow removal and trash 

collection services. In addition, the jurisdiction supports major events, 

including presidential inaugurations, lying in state ceremonies, 

National Law Enforcement Officers Memorial services and the Capitol 

Christmas Tree selection and display.
SECTION ONE 14 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Capitol Power Plant jurisdiction manages the facilities that 

provide and distribute steam and chilled water to heat and cool the 

U.S. Capitol and 22 other facilities on and around the Capitol campus. 

The jurisdiction also maintains the campus electrical distribution 

system, campus street lighting, the congressional cable television 

system and the legislative call system. The power plant operates on a 

reimbursable basis for noncongressional facilities and procures 

electricity from commercial suppliers.

The House Office Buildings jurisdiction is responsible for the 

operation, maintenance and preservation of more than 5 million 

square feet of facility space, including the Cannon, Ford, Longworth, 

O’Neill and Rayburn House Office Buildings, underground garages, 

annexes and subways. The jurisdiction provides oversight for the 

facilities’ daily care, repairs and maintenance, and performs client 

services, preventive maintenance, building inspector surveys, 

compliance issues abatement, energy savings initiatives and safety 

inspections. The jurisdiction also manages office and committee space 

for the Members of the U.S. House of Representatives and the biennial 

congressional office move process for U.S. House Members.

The Library Buildings and Grounds jurisdiction is responsible for 

the life cycle maintenance, operation, development and stewardship 

of the Library of Congress’ facilities and surrounding grounds. The 

jurisdiction’s real property assets span 4.4 million square feet of space 

and include the Thomas Jefferson Building, John Adams Building, 

James Madison Memorial Building and the Special Services Facility 

Center on Capitol Hill; the Packard Campus for Audio-Visual 

Conservation in Culpeper, Virginia; the Library Collections Storage 

Facilities at Fort Meade, Maryland and other leased facilities.

The Senate Office Buildings jurisdiction oversees office and 

committee space for the U.S. Senate. The jurisdiction is responsible for 

the management, operations, maintenance and preservation of more 

than three million square feet of facility space, including the Russell, 

Dirksen and Hart Senate Office Buildings; the Daniel Webster Senate 

Page Residence; the Senate Employees’ Child Care Center; and off-site 

leased facilities housing Senate support organizations. The jurisdiction 

plans, designs and executes major construction and renovation 

projects; coordinates Senate office and committee moves; oversees 

Senate food service operations; manages Senate garage and health 

and fitness facilities; maintains pedestrian tunnels and subway 

systems between the Senate buildings and the U.S. Capitol; promotes 

sustainability and energy-reduction measures; ensures compliance 

with accessibility, environmental and safety standards; and provides 

customer service to senators, staff and visitors to the Senate office 

buildings.

The Supreme Court Building and Grounds jurisdiction operates 

and maintains the Supreme Court of the United States and the 

Thurgood Marshall Federal Judiciary Building. The AOC is responsible 

for the structural and mechanical care and maintenance of the 

Supreme Court of the United States and its grounds and performs 

these responsibilities under the direction of the Marshal of the 

Supreme Court. Appropriations are provided to the AOC in the federal 

judiciary branch’s annual appropriation bill. The AOC provides care 

and maintenance, minor construction and capital project support to 

the Administrative Office of the U.S. Courts in the Marshall Building on 

a reimbursable basis.

AOC staff provided education on native plantings and engaged the public in a beneficial insect release event to celebrate Earth Day.
SECTION ONE 15 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The U.S. Botanic Garden jurisdiction oversees the maintenance, 

operation and construction of all USBG facilities, including the 

Conservatory, the Regional Garden, the Pollinator Garden, the First 

Ladies Water Garden, the Rose Garden and the Bartholdi Fountain and 

Gardens. The jurisdiction is responsible for the USBG administration 

building and a plant production and support facility with 34 

greenhouse bays, outdoor nurseries and areas for storage and 

maintenance. The jurisdiction is also the steward of a diverse plant 

collection and provides ongoing educational programs, tours and 

exhibits. As a leader in plant conservation, the USBG was a founder of 

the Sustainable SITES Initiative (SITES®) to encourage sustainable 

landscaping. The Architect of the Capitol serves as acting director of 

the USBG and reports on its operations to Congress.

The U.S. Capitol Visitor Center jurisdiction manages the CVC. The 

underground facility serves as the main visitor entrance to the U.S. 

Capitol and offers a welcoming and educational atmosphere for visitors 

to learn about the House and Senate and the legislative process, and 

the history and development of the architecture and art of the U.S. 

Capitol. The CVC houses exhibits, a restaurant, two orientation 

theaters, a large auditorium, two on-site gift shops and an online gift 

shop. More than 25 million people have visited the CVC since its 

opening in 2008. The Chief Executive Officer for Visitor Services 

oversees the CVC. This position reports administratively to the 

Architect of the Capitol but operates under the Chief of Operations. 

DID YOU KNOW?

The AOC is the steward of heritage assets throughout 

the Capitol campus. In addition to the buildings and 

landscape, these assets include fine and decorative art, 

architectural features, outdoor sculptures, landscape 

features and fixtures, living botanical assets, memorial 

trees, archival records and reference material. Many of these 

assets are national treasures. A listing of these heritage 

assets and their respective conditions are included in the 

Required Supplementary Information of Section Three: 

Financial Information.
SECTION ONE 16 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Column capitals were repaired during FY 2023 as part of the U.S. Capitol Exterior Stone and Metal Preservation Project.

Performance Highlights

STRATEGIC PLANNING FRAMEWORK

The Bridge Strategic Plan includes four strategic goals carried 

over from the prior five-year Strategic Plan. It also incorporates six 

strategic objectives developed during the most recent organizational 

transformation efforts and includes performance goals and strategic 

KPIs that facilitate measurement of progress towards achieving the 

A Balanced Scorecard Approach to Strategic Planning

The AOC uses a Balanced Scorecard approach to strategic 

planning and management. The approach supports the 

agency’s comprehensive organizational transformation and 

the development of a new long-term vision for the Capitol 

campus. The Balanced Scorecard approach will help the 

agency communicate its strategy, goals and objectives; align 

the day-to-day work with the strategy; assist in prioritizing 

projects, products and services; and measure and monitor 

progress towards strategic targets. The Bridge Strategic Plan 

has been a first step to implement a Balanced Scorecard 

approach. The plan guides decisions and sustains the agency’s 

focus on core objectives and mission-critical activities until a 

more comprehensive Balanced Scorecard implementation is 

completed and a new Strategic Plan is published.

strategic goals and objectives. In addition, operational KPIs, carried 

forward from the prior plan, help the agency monitor progress in 

meeting its mission. 

Strategic Goals

 Strategic Goal 1: Maintain Awe-Inspiring Facilities

addresses the agency’s stewardship of the structures and grounds 

of the Capitol campus. This goal ensures visitors to the Capitol 

campus and those who work within its facilities experience the 

grandeur of these historic treasures at their very best.

 Strategic Goal 2: Provide Extraordinary Services addresses 

the agency’s support and service to the prestigious occupants of 

the Capitol campus in their critical mission to govern the country. In 

addition, the goal addresses the services provided to AOC staff and 

Capitol campus visitors. 

 Strategic Goal 3: Foster an Innovative and Empowered 

Workforce addresses efforts to empower agency staff to exercise 

greater responsibility for their performance and proactively 

apply informed judgments and innovations in identifying resultsoriented solutions.

 Strategic Goal 4: Operate as One Team, Dedicated to 

One Mission supports and encourages collaboration among the 

agency’s wide-ranging functions, jurisdictions and organizations.
SECTION ONE 17 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Goals one and two, Maintain Awe-Inspiring Facilities and Provide 

Extraordinary Services, are externally focused. The first guides 

facilities, buildings, grounds and assets maintenance, operations and 

preservation, while the second focuses on providing exceptional 

client and visitor services. Goals three and four, Foster an Innovative 

and Empowered Workforce and Operate as One Team, Dedicated to 

One Mission, are internally focused, concentrating respectively on 

promoting employee growth, development and engagement, while 

also creating a workplace that fosters collaboration, innovation and 

responsible stewardship. Narrative summaries of FY 2023 program 

highlights under each strategic goal are included below. 

Operational KPIs

Operational KPIs represent the most critical metrics relating to 

ongoing agency operations. These KPIs, aligned to the strategic goals, 

quantify and measure performance for the strategic goals. Table 1

shows the number of KPIs associated with each of the strategic goals 

and provides an overview of FY 2023 results. The FY 2023 metrics and 

historical trend data (where available) for each KPI are included under 

each strategic goal below in Tables 3 through 6. 

Table 1. Operational KPIs

STRATEGIC GOAL KPIs MET NOT MET

Strategic Goal 1: Maintain 

Awe-Inspiring Facilities

2 1 1

Strategic Goal 2: Provide 

Extraordinary Services

2 1 1

Strategic Goal 3: Foster an 

Innovative and Empowered 

Workforce

1 1 0

Strategic Goal 4: Operate 

as One Team, Dedicated to 

One Mission

0 N/A N/A

Strategic Objectives

Each strategic objective aligns with multiple strategic goals and 

further hones the agency’s strategic focus and direction. Table 2

provides descriptions for each strategic objective. Section Two:

Performance Information provides an in-depth discussion of each 

strategic objective and the respective FY 2023 performance. 

Table 2. Strategic Objectives

STRATEGIC OBJECTIVE DESCRIPTION

AOC University Assists the agency in developing and retaining highly skilled and engaged employees by fostering enterprisewide learning and 

knowledge. This strategic objective focuses on ensuring employees have the right skills at the right time to be most successful in 

their jobs. By achieving this objective, the agency will provide world-class training and education to employees, assist in succession 

planning and facilitate transfer of knowledge to effectively support the mission and the strategic goal to Foster an Innovative and 

Empowered Workforce.

Building Official Ensures building codes, safety regulations and environmental industry standards are consistently applied to facilities during 

project execution. The Building Official ensures safe and effective construction and maintenance efforts and provides final approval 

authority for project occupancy. This objective supports the strategic goals to Provide Extraordinary Services and Maintain 

Awe-Inspiring Facilities.

Cultural Behaviors 

Transformation

Encourages a culture in which employees and customers experience the AOC as a “best place to work” in the federal government. 

The objective emphasizes the agency’s values and empowers senior leadership and employees to practice those values. The Cultural 

Behaviors Transformation objective supports the strategic goals to Foster an Innovative and Empowered Workforce, Provide 

Extraordinary Services and Operate as One Team, Dedicated to One Mission.

Enterprise Asset 

Management

Provides a thorough asset management strategy to inform work priorities and support data-driven fiscal decision-making. Enterprise 

Asset Management ensures proactive maintenance management, mitigates obsolescence, restores reliability, reduces long-term 

costs and forecasts resource requirements. The objective supports the strategic goals to Provide Extraordinary Services, Maintain 

Awe-Inspiring Facilities and Operate as One Team, Dedicated to One Mission.

Human Capital Strategy Provides the framework for human capital management through foundational goals involving talent acquisition, development, 

engagement and retention. The objective fosters agencywide collaboration to develop and execute robust recruitment strategies, 

promote proactive workforce planning, identify and address skill gaps, ensure workforce readiness, recognize and reward exceptional 

performance and enhance employee well-being. These efforts enable the agency to attract, acquire, develop, engage and retain 

talented, diverse and highly skilled employees that support and advance the agency’s mission and strategic goal to Foster an 

Innovative and Empowered Workforce.

Capitol Complex Master 

Plan and Strategic Plan

Creates an integrated approach to strategic and physical planning to develop a unified vision for the future. This objective aligns 

goals, priorities, decisions and resources to achieve that shared vision. The Capitol Complex Master Plan (CCMP) will provide a 

20-year look ahead for physical campus and project development. The AOC Strategic Plan will establish enterprise-level guidance 

and direction, establishing goals, objectives and KPIs with a five-year outlook. This objective supports the strategic goals to Maintain 

Awe-Inspiring Facilities and Operate as One Team, Dedicated to One Mission.
SECTION ONE 18 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Performance Goals and Strategic KPIs

The Bridge Strategic Plan established 28 performance goals to help 

the agency meet its strategic objectives. Under these performance 

goals, strategic KPIs measure progress. Table 3 shows the number of 

performance goals and KPIs associated with each of the six strategic 

objectives. Section Two: Performance Information provides a 

more detailed description of the FY 2023 performance goals and the 

agency’s performance against them. 

Table 3. Performance Goals and KPIs

STRATEGIC OBJECTIVE PERFORMANCE 

GOALS MET NOT MET STRATEGIC KPIs MET NOT MET

AOC University 5 3 2 1 1 0

Building Official 4 1 3 4 4 0

Cultural Behaviors 

Transformation 3 2 1 – – –

Enterprise Asset Management 4 3 1 4 3 1

Human Capital Strategy 7 6 1 9 7 2

Capitol Complex Master Plan 

and Strategic Plan 4 2 2 – – –

Data Validation and Verification

In accordance with the GPRA Modernization Act (GPRAMA), the 

AOC prioritizes the completeness, reliability and quality of all 

performance measurement data. Through established mechanisms, 

the agency validates and verifies the accuracy of information collected 

and reported, reduces the risk of inaccurate data and ensures 

the information is credible. These efforts include internal agency 

assessments that address standards and procedures, data entry and 

transfer, data integrity, data quality, data limitations and oversight. 

Section Two: Performance Information provides additional 

information on the data validation and verification processes and 

performance results.
SECTION ONE 19 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Exterior Envelope Project at the Russell Senate Office Building, shown here at daybreak, was completed in FY 2023. 

Table 4. Maintain Awe-Inspiring Facilities Operational KPIs

OPERATIONAL KPI FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

TARGET

FY 2023 

RESULTS

Reduce Cumulative Energy Intensity Use.

Reduce energy use across the Capitol campus.

34.0%

Not Met

47.9%

Met

50.8%

Met

48.8%

Met

48.3%

Met

≥46.0% 51.4%

Met

Facility Condition Index. Reduce the percent of 

major buildings in poor or fair condition.

40.7%

No

Target Set

44.4% 

No

Target Set

48.1%

Not Met

55.6%

Not Met

51.9%

Met

<51.9% 59.3%

Not Met

Related Strategic Objectives:

 Building Official

 Enterprise Asset Management

 Capitol Complex Master Plan and Strategic Plan

Related Enterprise-Level Risks:

 Physical Security

 Deferred Maintenance and Capital Renewal

 Life Cycle Project Management

 Critical Infrastructure Failure 

Strategic Goal 1

Maintain Awe-Inspiring Facilities

This strategic goal centers on the stewardship of the Capitol campus 

and other assets. It addresses core responsibilities including capital 

renewal, preservation and restoration and facilities maintenance and 

operations. As part of this goal, the AOC focuses on ensuring a safe, 

healthy and secure campus and work environment, sustainability and 

the efficient use of resources. 

Table 4 summarizes the results for the two operational KPIs associated 

with this strategic goal. These operational KPIs track the sustainability 

and facility conditions of major buildings on the Capitol campus. 
SECTION ONE 20 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The AOC met its targeted operational performance for one of the 

two operational KPIs. In addition, the following narratives spotlight 

noteworthy FY 2023 accomplishments aligned with this strategic goal.

CAPITAL PROJECT DELIVERY

Cannon Renewal: Completed Phase 3 of the 10-year Cannon 

Renewal. This phase encompassed the renovation of 145,000 square 

feet on the Cannon Building’s east side and involved the restoration 

and occupancy of 42 Member suites and offices, the completion of 

window, door, plaster and stone restoration and safety and code 

improvements. Upgrades were also made to the Veterans’ Affairs 

Hearing Room. Phase 4, focusing on the restoration and renovation 

of the building’s south side, began in FY 2023. During this final phase, 

the AOC will also complete work to improve the quality and reliability 

of critical building systems and infrastructure.

DID YOU KNOW?

With a budget of $971.3 million, the decade-long Cannon 

Renewal has preserved more than three acres of marble 

and restored more than 800 doors and all original 

windows. Key building systems, including HVAC, fire, life 

safety, lighting, plumbing, accessibility and structural 

integrity, have all been upgraded or replaced.

Refrigeration Plant Revitalization: Initiated construction 

activities for Phase 5 of the revitalization efforts. This phase 

will replace aging pipe and implement egress and life safety 

improvements throughout the original West Refrigeration Plant. 

In FY 2023, a critical nine-month systemwide outage was started 

to allow more than 600 feet of 30-inch diameter and larger pipe to 

be removed and replaced with new pipe. Specialized filtration and 

water treatment systems will be installed to maintain water quality in 

Capitol Power Plant chilled water and condenser water systems.

Russell Exterior Envelope Project: Completed the final phase of 

the $77.6 million project to repair and restore the exterior envelope 

of the historic Russell Senate Office Building. The multiyear project 

repointed the entire marble masonry exterior; repaired and refinished 

doors and exterior metals; restored 625 original windows, 584 

modillions and 1,044 balusters; and addressed structural repairs. 

The project also implemented crucial life-safety measures, including 

hazardous materials abatement, increased accessibility and improved 

energy efficiency.

Senate Hearing Room Renovation Program: Initiated a 15-year 

program to renovate 32 hearing and committee meeting rooms in 

the Senate office buildings. Designs are complete or in progress for 

three hearing rooms and construction is underway in one hearing 

room. The renovation program will complete important infrastructure 

The Cannon Renewal project continued in FY 2023. Scaffolding allowed access to repair the stone exterior.
SECTION ONE 21 Management’s Discussion & Analysis

OLMSTED’S LEGACY

C O N T I N U E S T O I N S P I R E 

INNOVATION AND EXCELLENCE

In 1873, Congress commissioned Frederick Law Olmsted to design the grounds 

of the U.S. Capitol. Regarded as the founder of American landscape architecture, 

Olmsted designed a sophisticated landscape for the 56-acre area surrounding 

the building. Today, teams of professional arborists, urban foresters, licensed tree 

experts and plant health care specialists care for the U.S. Capitol Grounds and 

protect Olmsted’s living legacy. These professionals are responsible for the dayto-day care of more than 4,800 trees and plants located throughout the 274-acre 

U.S. Capitol Grounds.

The AOC is at the front line of innovation and best practices in the professional 

grounds management industry. The U.S. Capitol Grounds is designated as a Level 

III-accredited arboretum recognized by ArbNet, making the grounds one of just 

45 globally accredited arboreta. In FY 2023, the AOC was awarded the prestigious 

Professional Grounds Management Society® Green Star Award® for Olmsted 

Property in recognition of outstanding landscape design and construction. 

More than 140 years after he envisioned it, Olmsted’s design is still thriving 

and continues to inspire visionary thinking, innovation and best practices at 

the Capitol campus and across the public gardens and professional grounds 

management communities.

Capitol Highlights

upgrades; install advanced lighting, audiovisual and HVAC systems; 

enlarge the daises to support current committee sizes; and address 

accessibility and fire and life safety code deficiencies. The program 

will also prioritize historic preservation, updating the carpeting, 

furniture and finishes while ensuring that the hearing rooms remain 

true to their original architectural intent. 

U.S. Botanic Garden Production Facility Renewal: Completed 

design and risk assessments for Phase 1 of the USBG Production 

Facility Renewal project. Once all phases are completed, this project 

will replace the 85,000-square-foot greenhouse and build a new 

6,000-square-foot quarantine greenhouse, storage facilities and 

an education center with a demonstration kitchen and urban farm. 

The project will incorporate sustainable design elements such as 

solar energy utilization, geothermal heating and cooling, rainwater 

collection and enhanced stormwater management that will minimize 

energy consumption and reduce the facilities’ environmental impact.

PRESERVATION PROJECTS AND INITIATIVES

U.S. Capitol Building Exterior Stone and Metal Preservation:

Continued work on Phase 3 of the four-phase stone and metal 

preservation effort at the U.S. Capitol. This year’s work focused on 

repairing and preserving the stone and architectural metal elements 

on the building’s West Front and included stone repairs, paint 

stripping and repainting. Damaged and missing pieces of the column 

capitals were replaced, including 27 flowers, 87 leaves and 36 scrolls 

and more than 300 dutchman repairs were made to the stone edifice.

Robert A. Taft Memorial and Carillon Safety Stabilization:

Completed full design process for the restoration and repair of the Taft 

Memorial and Carillon. The project will prevent further deterioration 

and address imminent hazards caused by failed mortar joints 

and water seeping behind the large façade stones. The project is 

scheduled to compete for construction funding in FY 2025.

Russell Senate Office Building Courtyard Restoration:

Cleaned, repointed, replaced and reset the courtyard’s paving 

stones, and repaired and restored the granite steps as part of the 

Russell Building courtyard restoration project. Landscape upgrades 

involved removing and replanting overgrown shrubbery, preserving 

selected trees and incorporating an upgraded irrigation system. The 

restoration prioritized preservation of the courtyard’s historic and 

memorial features.

Summerhouse Critical Repairs: Initiated efforts to repair and 

preserve Frederick Law Olmsted’s Summerhouse to resolve leakage, 

address erosion and restore deteriorating elements. The project 

involves dismantling the water feature, repairing plumbing, cleaning 

and repainting metalwork and stabilizing the masonry structure with 

waterproofing measures.

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION ONE 22 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

DID YOU KNOW?

A dutchman repair is one technique used to fix cracked, 

spalled or deeply eroded stone by removing the damaged 

portion and replacing it with a matching customfitted piece. AOC masons, responsible for repairing the 

decorative brick, granite, marble and stonework found on 

buildings across the Capitol campus, completed more than 

300 dutchman repairs on the U.S. Capitol in FY 2023. 

U.S. Capitol Mural Conservation: Completed conservation work 

on historic murals within the U.S. Capitol. Conservation efforts focused 

on the early 20th-century fine art and murals located in the House 

Wing of the U.S. Capitol. The project included stabilization of paint 

and plaster and reconstruction of lost areas with reversible paints. 

Conservators treated areas of plaster instability and stabilized large 

cracks in the lunettes. A biannual condition survey of the murals in the 

U.S. Capitol serves as a guide for prioritizing mural conservation.

Historic Sculpture Conservation and Maintenance: Awarded a 

long-term contract to conserve and maintain the fine art sculptures at 

the U.S. Capitol and other legislative facilities. In FY 2023, work under 

the contract prioritized maintenance of approximately 120 statues 

and busts. In addition, the Garfield Monument and 14 Frederick Law 

Olmsted lanterns on the west approach of the U.S. Capitol Grounds 

were treated.

Capital Improvements Plan Workshops: Led jurisdictions and 

clients through Capital Improvements Plan workshops. The agency 

also developed, ranked and coordinated a $228 million Line Item 

Construction Program budget submission that requests funds in FY 

2024 for 16 capital projects to address urgent infrastructure repairs 

throughout the Capitol campus.

FACILITIES MAINTENANCE

Capitol Power Plant Maintenance Management: Continued to 

address maintenance and renewal work at the Capitol Power Plant. 

This year’s work included the completion of city water and boiler 

feedwater replacement. These complex projects involved multiple 

phases and unique technologies for hot-tapping and line-stopping 

active piping. To ensure uninterrupted boiler plant operations during 

the project, a temporary boiler was installed and a boiler flue gas leak 

was repaired. 

Capitol Power Plant Hazardous Material Abatement: 

Continued hazardous material abatement at the Capitol Power Plant. 

The project encapsulated, stabilized or removed hazardous materials. 

Asbestos abatement measures addressed potential safety and 

health risks.

Dutchman repairs were completed on numerous column capitals and other stonework throughout the Capitol campus in FY 2023. 
SECTION ONE 23 Management’s Discussion & Analysis

S U S T A I N A B I L I T Y A T T H E A O C 

The AOC is committed to sustainability and has set goals for energy reduction, 

water conservation and waste diversion to drive continuous improvement and 

embed sustainability into its operations and workplace culture. The recycling 

program, which aims to reduce waste sent to landfills, is a key element of 

that commitment. 

AOC recycling programs address building occupant waste and construction 

and demolition waste. The AOC continually evaluates its recycling program 

and analyzes waste streams through solid waste audits and pilot initiatives to 

identify new materials for recycling and improve the recycling diversion rate. 

This fiscal year, the AOC diverted 36 percent of building occupant waste, 95 

percent of construction and demolition debris and 9 percent of food and green 

waste (compost) from landfills. 

Nearly all landscape green waste from the U.S. Capitol Grounds is composted; 

the amount of food waste composted from cafeterias around the Capitol 

campus nearly doubled in FY 2023. Moving forward, food composting will 

continue to increase the AOC’s recycling rate and keep food and green waste 

out of landfills.

In addition to being beneficial for the environment, recycling materials such as 

scrap metal, high-quality paper, toner cartridges and electronic waste generate 

revenue that is reinvested into energy conservation and recycling initiatives. 

In FY 2023, the AOC used recycling revenue to fund two sustainability projects 

valued at $64,000.

Capitol Highlights

Longworth House Office Building Roof Replacement and 

Repairs: Completed surveys and assessments for the design of 

a replacement roof for the Longworth Building. This project will 

mitigate persistent water intrusion issues and ensure the building’s 

structural integrity. As part of the project, the roof drains will be 

replaced, improving drainage efficiency and preventing future water 

damage, and a certified lightning protection system will be installed 

to enhance safety for building occupants.

Thurgood Marshall Federal Judiciary Building Cyclical 

Finish Replacement and Renovations: Completed renovations 

and cyclical finish replacement work on the fifth floor of the Marshall 

Building, including new paint, carpet, ceiling fixtures and furniture 

packages. Work on the sixth floor began in FY 2023.

Utility Tunnel Repairs: Continued work on the multi-year project 

to repair and maintain the underground tunnels that distribute 

utilities to the Capitol campus. The effort addressed deteriorating 

concrete, damaged piping, compromised utility vaults, water leaks 

and groundwater infiltration. These efforts are critical to reduce 

the risk of tunnel failures and prevent potential interruptions to 

essential electrical, water, steam and communications services. Fiscal 

Year 2023 achievements included the successful repair of tunnels 

through the implementation of bypass utility piping and the creation 

of a “tunnel-within-a-tunnel” technique that minimizes surface 

disruption. Surveys and destructive testing were also completed for 

improvements in the tunnel that connects the Cannon Building to 

the U.S. Capitol.

FACILITIES OPERATIONS

Electrical Resiliency and Redundancy: Concluded the final 

phase of the multiyear electrical resiliency program, which focused 

on enhancing electrical systems within the Supreme Court Building 

and Grounds jurisdiction. The initiative bolstered the reliability and 

redundancy of the electrical infrastructure, ensured uninterrupted 

power supply for mission-critical loads and improved the working 

conditions and safety of employees responsible for operating and 

maintaining electrical systems.

DID YOU KNOW?

AOC electricians are responsible for thousands of miles of 

wiring and more than 100,000 light fixtures. Many of the 

historic buildings under the AOC’s care, including the U.S. 

Capitol, were built before the addition of electrical wiring 

and have required continual modernization and upgrades 

while maintaining the historic fabric of the original design.

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION ONE 24 Management’s Discussion & Analysis

Life Safety: Completed numerous life safety projects across the 

Capitol campus to rectify code deficiencies, minimize the risk of 

system failure and improve the safety of building occupants. Fiscal 

Year 2023 accomplishments included the complete replacement of 

the fire alarm system at the USBG Conservatory and correction of fire 

and life safety code deficiencies at the Russell Building and in Senate 

hearing rooms in the U.S. Capitol. The AOC also replaced obsolete fire 

alarm and suppression systems and installed new sprinkler systems 

at the U.S. Capitol, and initiated a fire alarm study and design for the 

Marshall Building.

Physical Security: Implemented comprehensive physical security 

improvements across the Capitol campus, enabling effective 

response to emergency situations and prioritizing life safety events. 

By incorporating recommendations from the campus security 

assessment and collaborating with campus partners, critical security 

upgrades address essential areas of need, including building security, 

fire alarm system upgrades, code deficiencies and system failure risks.

Capitol Campus Transportation and Mobility: Completed 

the Transportation and Mobility Study, laying the groundwork for 

the Capitol campus to transition to an innovative, forward-thinking 

transportation network. The new network will improve safety, 

security, efficiency, sustainability and accessibility across all modes of 

travel while preserving the site’s historic and cultural assets.

T H O M A S J E F F E R S O N B U I L D I N G C E L E B R A T E S I T S 1 2 5 T H A N N I V E R S A R Y 

November 2022 marked the 125th anniversary of the opening of the historic Jefferson Building, home to the Library of Congress. To commemorate the 125th 

Anniversary, the AOC collaborated with the Library of Congress to open the building to the public for a special event, offering rare public access to some of the 

building’s most iconic spaces and assets. The agency assisted in the development of exhibits for the event, provided tours and answered inquiries regarding the 

Jefferson Building’s history, construction and preservation. 

Other than the U.S. Capitol, the Jefferson Building is the oldest congressional building under the AOC’s stewardship. The AOC received responsibility for the Jefferson 

Building in 1922. For more than 100 years, the agency has diligently upgraded and restored the Jefferson Building, including the replacement of the gold plating on 

the building’s dome with copper in the 1930s and a 12-year major repair and renovation program in the 1980s and 1990s that restored the splendor of the building’s 

artwork and architecture. 

AOC architects and engineers have also supported infrastructure upgrades and modernization efforts that addressed data, telecommunications, HVAC, security, 

fire suppression systems, lighting and lighting control systems. Skilled AOC craftspeople restored light fixtures and windows, installed brocade wall coverings and 

repaired and preserved carved and inlaid wood, mosaic, stained glass and marble. The AOC’s dedicated stewardship of the Jefferson Building exemplifies the agency’s 

unwavering commitment to ensure the preservation and accessibility of the nation’s most iconic buildings.

Capitol Highlights

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION ONE 25 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Table 5. Provide Extraordinary Services Operational KPIs

OPERATIONAL KPI FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

TARGET

FY 2023 

RESULTS

Customer Satisfaction With Projects. Maintain 

high customer satisfaction with projects. 

94.7%

Met

95.9%

Met

95.0%

Met

94.9%

Met

96.4%

Met

≥90.0% 91.9%

Met

Tenant Survey. How well does the AOC provide 

services to its facility occupants.

N/A N/A N/A 79.0% 

Not Met

N/A ≥ 90.0% 76.0% 

Not Met

Strategic Goal 2

Provide Extraordinary Services

This strategic goal is intended to ensure the proactive delivery 

of professional and integrated services that exceed customer 

expectations. The goal addresses the core function of supporting 

Congress and the Supreme Court, their staff and employees of other 

federal agencies working in AOC-managed facilities; millions of annual 

visitors to the Capitol campus, whether for the agency’s business or 

leisure, or interacting with the agency virtually through its online 

programs; and the more than 2,500 AOC team members working on 

the Capitol campus.

As shown in Table 5, there are two operational KPIs associated 

with this strategic goal. In FY 2023, the agency met its targeted 

performance for the operational KPI measuring customer satisfaction 

with construction projects. The agency did not meet the KPI associated 

with the tenant survey measuring satisfaction with services. 

The following narratives spotlight noteworthy FY 2023 accomplishments 

aligned with this strategic goal.

CLIENT SERVICES

118th Congressional Moves: Supported the 118th Congressional 

transition, including the relocation of eight congressional leadership 

suites and the completion of four committee suite moves within 

Related Strategic Objectives:

 Building Official

 Enterprise Asset Management

 Cultural Behaviors Transformation

Related Enterprise-Level Risks:

 Expectation (External Communications)

The AOC provides client services to support congressional operations. Donald Ward, shown here, has worked for the House Superintendent for more than 45 years.
SECTION ONE 26 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

the U.S. Capitol. The agency also completed 25 Senate office 

moves, taking the opportunity to address deferred maintenance 

and complete important system infrastructure upgrades in various 

areas of the Senate office buildings. In the House office buildings, 

the AOC supported the 58th Suite Selection Lottery and successfully 

completed a total of 244 moves, entailing 75 move-outs and 75 new 

Member set-ups and 169 returning Member moves, in addition to 

128 storeroom moves and 23 committee moves. As part of the House 

office moves, the AOC improved energy efficiency and safety through 

ongoing efforts to improve daily functionality and operations.

Special Events Support: Supported highly visible events within 

the U.S. Capitol, the CVC, the USBG and the U.S. Capitol Grounds. 

Support included preparing conceptual layouts, room setups, logistics 

coordination and the implementation of safety and security measures. 

Figure 7 provides a timeline of the major events for FY 2023. 

Senate Food Service Modernization Program: Initiated a 

comprehensive food service modernization effort to redesign and 

renovate all food service outlets in the Senate office buildings and 

on the Senate side of the U.S. Capitol. This project will leverage 

technological advancements to enhance operations and increase 

convenience for customers, while creating modern and streamlined 

food service venues for Members of Congress, staff and visitors. New 

equipment, fixtures and finishes will allow for expanded food service 

offerings and increase service efficiency.

Customer Satisfaction: The AOC fulfilled more than 29,000 

Senate office building service requests and 32,000 preventative and 

recurring maintenance work orders. The agency achieved an on-time 

completion rate of 96 percent and earned a remarkable satisfaction 

rating of 97.4 percent from Senate clients. Similar customer service 

surveys reflected high satisfaction rates of 97 percent for the Library 

Buildings and Grounds jurisdiction, 93 percent for the Office of the 

Chief Security Officer, 91 percent for the Capitol Building jurisdiction 

and 90 percent for the House Office Buildings jurisdiction.

VISITOR SERVICES

Public Access: Reopened the Capitol campus to pre-COVID-19 

pandemic levels, marking the third and final phase of the reopening 

process. This involved successfully addressing the dual challenges of 

adhering to public health guidelines and implementing enhanced 

security measures in the aftermath of the events of January 6, 2021. 

In FY 2023, tours of the Supreme Court of the United States resumed, 

the CVC fully reopened, tunnel access between the CVC and Jefferson 

Building was restored and Senate office buildings welcomed back 

visitors. Since the Senate office buildings reopened, Senate food 

services have seen an approximate 80 percent increase in sales, with 

numbers for some months exceeding pre-pandemic volumes. In FY 

2023, the CVC welcomed 1,691,000 visitors, the Library of Congress 

saw 726,000 visitors and the USBG had 1,115,000 visitors. Figure 6

provides the Capitol campus visitation numbers for FY 2018 through 

FY 2023.

Figure 6. Capitol Campus Visitation

 

Educational Programs: Expanded on-site and virtual educational 

programs across the Capitol campus. In FY 2023, the USBG continued 

to build a national audience with online programs reaching nearly all 

50 states and expanded virtual field trips to Title I students. On-site, 

the USBG reinstituted in-person drop-in programs and school field 

trips. Through a partnership with the American Association for the 

Advancement of Science, the USBG expanded the Expert Is In program 

that fosters conversations between visitors and scientists about 

current research. The USBG also introduced plant-centered climate 

change education and established a Community Engagement Council 

to expand educational impact in the local community. 

The CVC introduced a range of new online and on-site student 

programs, catering to various age groups. These initiatives included 

online education resources for young learners and the introduction 

of its first augmented reality application. The CVC’s Democracy Lab 

within Exhibition Hall became a central hub for engaging on-site 

student programs. The CVC also launched a new specialty tour that 

explores how the Capitol’s art collection and the way the U.S. sees its 

Indigenous peoples have evolved over time. The Capitol Grounds and 

Arboretum jurisdiction led a Capitol campuswide education program 

centered around a beneficial insect release on the U.S. Capitol Grounds.

DID YOU KNOW?

The augmented reality app, American Experience: Revolution, 

Perseverance and Innovation, allows users to virtually stand in 

the Rotunda of the U.S. Capitol and explore the historic 

paintings, statues and architecture. This innovative free app 

uses virtual reality technology to explore the Rotunda and 

other Washington, D.C. historic sites.

The six-year average is impacted by the temporary closure of the Capitol 

campus to the public due to the COVID-19 pandemic from March 2020 through 

March 2022.
SECTION ONE 27 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Figure 7. Special Events at the AOC

OCTOBER 1, 2022, BEGINNING OF FISCAL YEAR

 
SECTION ONE 28 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Visitor Experience Master Plan: Worked in partnership with the 

Library of Congress in the development and execution of the Visitor 

Experience Master Plan (VEMP). The project is targeted for completion 

by 2026 in conjunction with the 250th anniversary of the founding of 

the United States. VEMP projects will take place in multiple locations 

throughout the Jefferson Building and include new exhibits, egress 

modifications and gift shops. 

Accessibility: Corrected Americans with Disabilities Act (ADA) 

deficiencies highlighted by the Office of Congressional Workplace 

Rights and incorporated accessibility considerations into capital 

renewal projects. In FY 2023, this involved integrating ADA-compliant 

features in the USBG conservatory and the Senate hearing rooms. 

Other accessibility projects included installation of automatic door 

operators, improved drainage systems and upgraded curb cuts and 

ramps in the Russell Building courtyard. The Cannon Renewal also 

incorporated accessibility improvements, including an ADA-compliant 

building entrance, accessible building lobbies and elevators, 

restrooms and drinking fountains on every floor. Across the Capitol 

campus, comprehensive ramp and curb cut improvements were 

also completed, including ramp replacements and installation of 

detectable warning dome surfaces.

INTERNAL CUSTOMER SERVICES

Campus Security and Safety: Implemented enhanced security 

and safety measures throughout the Capitol campus, with a strong 

emphasis on emergency preparedness. The agency developed and 

delivered the Senate alternative chamber emergency management 

exercise and constructed a state-of-the-art security enhancement 

demonstration room for the Senate Sergeant at Arms. At the Capitol 

Power Plant, the agency supported jurisdictionwide safety stand 

downs, hosted an on-site medical surveillance van and helped 

develop a new safety award program for implementation in FY 2024.

AOC staff prepare for an unveiling ceremony for a new statue in the National Statuary Hall Collection. 

DID YOU KNOW?

AOC maintenance mechanics work around the clock to 

ensure optimal performance of the buildings and facilities 

under the stewardship of the AOC. Their responsibilities 

encompass the meticulous care of more than 17.5 million 

square feet of office space distributed across more than 

30 buildings.
SECTION ONE 29 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The AOC workforce of highly skilled professionals includes engineers, gardeners, HVAC mechanics, masons, painters and other skilled tradespeople.

Table 6. Foster an Innovative and Empowered Workforce Operational KPI

OPERATIONAL KPI FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

TARGET

FY 2023 

RESULTS

External Safety Inspection Findings. Reduce 

the safety findings identified by the Office of 

Congressional Workplace Rights.

1,219

No

Target Set

1,805

No

Target Set

1,492

Not Met

2,050

Not Met

876

Met

<1,408

(Average 

of Six Prior 

Years)

145

Met

Related Strategic Objectives:

 AOC University

 Cultural Behaviors Transformation

 Human Capital Strategy

Related Enterprise-Level Risks:

 Manager-Employee Engagement Expectations 

(Internal Communications)

 Recruitment and Retention

Strategic Goal 3

Foster an Innovative and 

Empowered Workforce

This strategic goal is intended to cultivate a 21st-century workplace 

that attracts, develops, engages and retains a talented, diverse 

and highly skilled workforce. The goal focuses on developing and 

implementing progressive human capital strategies; promoting 

employee learning, growth and innovation through the provision of 

state-of-the-art training and education; and fostering an inclusive 

work environment that provides equitable opportunities for 

professional development and career advancement. As shown in Table 6, there is one operational KPI associated with this 

strategic goal. In FY 2023, the agency met its targeted performance 

for this operational metric. In addition, the following narratives 

spotlight noteworthy FY 2023 accomplishments aligned with this 

strategic goal.
SECTION ONE 30 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Knowledge Exchange: Expanded opportunities for employees 

to advance their learning and leadership. A delegation from the CVC 

actively participated in the International Forum of Parliament Visitor 

Centers, leading discussions on the Democracy Lab and adapting 

to digital programming during the COVID-19 pandemic. Employees 

from the Supreme Court Building and Grounds jurisdiction attended 

industry conferences to learn from field experts and keep current with 

emerging technologies. At the House Office Buildings jurisdiction, 

eight individuals participated in a 90-day knowledge exchange 

program that provides participants with an immersive learning 

experience in a new trade shop or division. 

Workforce Development: Enhanced professional development

opportunities and access to ensure all employees have pathways 

to advance in their careers. Employees at the Capitol Building 

jurisdiction participated in four-week job rotation programs, 

including agencywide details, which broadened their expertise and 

adaptability. To address emerging needs, multiple AOC jurisdictions 

introduced new roles, which in turn created new career ladders that 

allowed employees to advance their skills and knowledge. The agency 

is conducting studies of the staff in each jurisdiction to determine if 

existing grade levels are accurate or require modification to ensure 

equitable and fair pay. In addition, AOC University and the Human 

Capital Management Division collaborated to publish two new career 

pathways for the custodial and administrative job series and the 

Senate Office Buildings jurisdiction established a dedicated career 

pathway for custodial and administrative roles. The Senate Office 

Buildings jurisdiction also conducted essential training sessions for 

employees on topics that included resume writing, interviewing, 

literacy, computer literacy, GED preparation and leadership 

development. As part of the Human Capital Strategy, HCMD continued 

to present human capital programs and information, including an 

eight-week supervisory training series covering hiring, performance 

management, leave management, workers’ compensation and other 

topics designed to help inform knowledgeable and skilled supervision 

of employees.

DID YOU KNOW?

The USBG maintains more than 6,000 unique taxa in its 

plant collections, including rare and endangered species 

and plants of historical or current institutional significance. 

The USBG’s living collections are important resources for 

the study of threatened plants and their conservation, 

and in FY 2023, the USBG initiated a peer learning group 

dedicated to plant-centered climate change education — 

fostering knowledge sharing and resource exchange within 

the public gardens community. 

The USBG maintains extensive database records of the 

plant collections, which track the location, condition and 

provenance of each plant. This information is available to 

the public on the USBG website.

Training and Education: Prioritized knowledge and skills 

development. A skills-gap analysis revealed skill set deficiencies in 

several core areas across multiple jurisdictions. Many are specialized 

skill sets that are scarce in the labor force, making recruitment a 

challenge and building these skills in-house even more important. 

AOC University collaborated with the operational jurisdictions 

and trades shops to identify training needs that address skills 

deficiencies and provide appropriate interventions to ensure 

employees have the knowledge, certifications and credentials to 

perform their jobs efficiently and safely. AOC University also forged 

two new partnerships with external institutions to address ongoing 

training requirements. 

Empower and Engage Employees: Engaged and empowered 

employees through numerous employee-focused initiatives. The 

agency enhanced the two-day onboarding program that provides 

a comprehensive overview of the policies, programs and services 

to empower and acclimate new employees. Similarly, the USBG 

jurisdiction developed an onboarding process and created resources 

to help new employees transition into the workforce. Managers 

and employees from the Library Building and Grounds jurisdiction 

trades shops held meetings focused on transforming workplace 

culture and behavior. In addition, the Capitol Power Plant jurisdiction 

formed a committee involving both supervisory and nonsupervisory 

staff to improve collaboration, communication and culture. Regular 

meetings among various employee groups at the plant addressed 

vital workplace issues. A Senate Office Buildings jurisdiction 

employee survey led to improvements in the employee experience 

and work processes. The AOC also launched a new Aspiring Leaders 

Program, offering intensive leadership training to high-potential 

nonsupervisory employees, with 22 employees participating in the 

program in FY 2023. 
SECTION ONE 31 Management’s Discussion & Analysis

Recruitment and Retention: Expanded focus on branding, 

outreach, recruitment and retention. This included rebranding the 

agency by showcasing the AOC’s mission and career opportunities 

in recruitment materials and increasing the use of diversity-focused 

job boards to target underrepresented populations. The agency 

also established new partnerships and participated in or hosted 

networking and recruiting events in collaboration with trade schools, 

colleges and universities, and organizations and associations in 

the engineering, architecture and skilled trades professions. In 

FY 2023, 20 new partnerships were formed with professional and 

trade organizations, 16 mission-critical positions underwent skilled 

trade studies, and eight skilled trade studies addressed hard-to-fill 

positions. Other achievements included the establishment of 29 

career ladder and detail opportunities, 156 new employee hires and 

210 employee promotions.

P R I O R I T I Z I N G W O R K F O R C E 

HEALTH AND WELLNESS

The agency’s important mission could not be fulfilled without its highly 

skilled, dedicated and resilient workforce. Every day AOC team members work 

tirelessly around the clock to upgrade capabilities and facilities to meet the 

technological, space, sustainability and accessibility needs of a 21st-century 

workforce, while also protecting and preserving the nation’s historic buildings, 

facilities and assets for the benefit of future generations. 

These responsibilities present formidable challenges, which have been further 

compounded by the profound impacts of the COVID-19 pandemic, security 

concerns stemming from the events of January 6, 2021, and the recent turnover 

in a significant portion of the AOC’s senior leadership. Addressing employee 

burnout and overall health and well-being has become increasingly important 

in this dynamic and demanding work environment.

Over the past year, the agency intensified its commitment to the well-being of 

its employees by introducing a comprehensive Employee Wellness Program. 

The program offered 220 wellness events covering a wide spectrum of health 

and wellness topics, including financial literacy workshops, fitness challenges, 

mental health seminars, social well-being activities and occupational health 

sessions. These events were designed to address the varied needs and interests 

of employees and nurture a culture of holistic care.

Eight dedicated wellness weeks were also presented during FY 2023, each 

centered around different themes including mental health, physical fitness, 

nutrition, stress management, work-life balance and a cooking demonstration. 

During the holiday season, when stress levels often peak, the agency 

introduced a holiday wellness series including virtual workshops on managing 

stress, promoting gratitude, giving back to the community and maintaining 

a healthy routine amid festive celebrations. During the summer, five unique 

wellness groups encouraged employees to bond over shared interests and 

activities, including mindfulness, social well-being, walking, skating and a 

health-related book club.

The AOC’s Employee Wellness Program has been instrumental in fostering 

a healthier, more engaged workforce, boosting workforce productivity, 

enhancing customer satisfaction, improving business operations and fostering 

greater innovation and creativity. The agency will continue to prioritize 

and enhance the program to ensure employees thrive both personally 

and professionally. 

Capitol Highlights

DID YOU KNOW?

More than 150 trees on the Capitol campus serve as living 

memorials, planted to honor individuals who have made 

a significant contribution to the AOC or to commemorate 

an important event. In FY 2023, the AOC planted a 

Kentucky coffeetree to honor the legacy of Frederick Law 

Olmsted and a Jefferson elm was planted in memory of 

Senate Librarian Leona Faust who served in the Senate 

Library for 44 years and spent 12 of those years as the 

Senate Librarian.

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION ONE 32 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Strategic Goal 4

Operate as One Team, Dedicated to 

One Mission

This strategic goal promotes a culture of learning, collaboration and 

teamwork that enhances the agency’s overall effectiveness, efficiency 

and responsible stewardship of the facilities and assets under its 

care. This goal encourages a shared commitment to the AOC mission 

while promoting information and knowledge sharing among team 

members to increase innovation and maximize resources. There are no 

operational KPIs associated with this strategic goal this fiscal year. The 

following narratives spotlight noteworthy FY 2023 accomplishments 

aligned with this strategic goal.

Communities of Practice: Continued to establish Communities 

of Practice based on shared trades, crafts, professions or work 

responsibilities. These groups facilitate the exchange of insights 

and best practices and provide in-house education and training 

opportunities. During FY 2023, 11 new Communities of Practice were 

established. A Gardens and Grounds Community of Practice led by 

the Capitol Grounds and Arboretum jurisdiction included Integrated 

Pest Management (IPM) contributions from colleagues at Smithsonian 

Gardens and the District of Columbia Department of Energy and 

Environment. A Coaching and Mentoring Community of Practice was 

established for supervisors and is currently being refined to meet their 

specific agency needs. Other Communities of Practice were launched 

to engender cross-collaboration among the trades groups dispersed 

across the Capitol campus. Those communities include elevators, 

labor, recycling, custodial, sustainability and energy managers, 

occupational safety and health, operations and maintenance 

engineering, projects risks, scheduled management and project 

management disciplines.

Energy Reduction: Implemented sustainability and energy 

conservation initiatives leading to notable reductions in energy 

intensity levels, cost savings and environmental benefits. Prominent 

examples include integrating sustainable design elements into the USBG 

Production Facility Renewal, upgrading the perimeter heat system in 

Related Strategic Objectives:

 Enterprise Asset Management

 Human Capital Strategy

 Capitol Complex Master Plan and Strategic Plan

Related Enterprise-Level Risks:

 Cybersecurity

 Workplace Health and Safety

 Data Quality and Governance

 IT Infrastructure

The AOC’s strategic goal of One Team, Dedicated to One Mission is exemplified by the wide range of professionals and skilled tradespeople responsible 

for the Cannon Building Caucus Hearing Room upgrade
SECTION ONE 33 Management’s Discussion & Analysis

the Ford House Office Building and implementing the energy savings 

performance contract (ESPC) at the Library of Congress. The agency 

also continued efforts on the Capitol Power Plant’s Refrigeration Plant 

Revitalization project, enhanced the energy-efficient geothermal 

heating and cooling system at the Senate Underground Garage and 

completed a retro-commissioning effort at the U.S. Capitol. These 

efforts resulted in significant annual energy savings, water conservation 

and a substantial reduction in environmental impact. The Energy 

and Sustainability Management Report in Section Four: Other 

Information provides specific reduction figures for FY 2023 and prior 

fiscal years. 

DID YOU KNOW?

The AOC is committed to reducing the amount of 

greenhouse gas emissions through its energy conservation 

and sustainability efforts. In FY 2023, the agency’s 

greenhouse gas emissions were 52 percent below the FY 

2006 baseline, representing a reduction of approximately 

153,000 metric tons of carbon dioxide emitted.

P R E S E R V I N G H I S T O R Y A N D 

C E L E B R A T I N G D I V E R S I T Y I N 

NATIONAL STATUARY HALL

The AOC Curator Division plays a vital role in preserving and managing the 

artwork in the U.S. Capitol, including the National Statuary Hall Collection. 

Authorized by Congress in 1864, the collection consists of two statues from 

each state that honor persons notable in their respective state’s history for 

display in the U.S. Capitol. In 2000, for the first time, states were allowed to 

replace a statue previously donated to the collection. Since then, the AOC has 

supported the replacement of 12 statues.

The process of replacing a statue begins when a state’s governor formally 

requests approval from the Joint Committee on the Library. The AOC works 

with the Joint Committee on the Library and the state to evaluate new statue 

proposals. To assist states, the AOC publishes design requirement guidelines 

that govern subject, material, pedestal, inscriptions, size, weight, patina and 

coating. Once a proposal is approved, the AOC and the state establish an 

agreement to guide the replacement process. To facilitate the installation of 

the new statue, AOC masons and curatorial staff direct riggers who remove the 

existing statue and install the new statue and its pedestal in the U.S. Capitol. 

AOC photographers document the process, capturing the significance of the 

event for historical records. When the new statue is unveiled, it becomes part of 

the National Statuary Hall Collection. 

In FY 2023, one statue was replaced in the collection. The state of Nebraska 

selected a statue of the writer Willa Cather to replace the statue of Julius 

Sterling Morton. The Cather statue was created by Littleton Alston, the first 

African American artist to be represented in the collection. The installation 

marks a significant milestone in expanding representation and diversity within 

the collection. 

The National Statuary Hall Collection currently includes 99 statues contributed 

by 50 states (Virginia currently has one statue in the collection). The AOC’s 

care and preservation of these cultural assets ensures they remain in excellent 

condition, preserving their historical and artistic significance. At the close 

of FY 2023, all statues in the collection were assessed to be in excellent 

condition, a testament to the AOC’s commitment and stewardship. A complete 

listing of the statues in the National Statuary Hall Collection is included in 

Section Four: Other Information. 

Capitol Highlights

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION ONE 34 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Enterprise Risk Management: Adopted a modified ERM 

assessment schedule, alternating between full risk assessments 

conducted on even-numbered fiscal years and targeted risk 

assessments conducted on odd-numbered fiscal years. In FY 2023, the 

targeted risk assessment identified two new risks: recruitment and 

retention, and critical infrastructure failure, bringing the total number 

of enterprise risks managed by the AOC to 11. In addition, a new 

element, velocity, was introduced to the assessment, representing the 

predicted time frame (in months) for the impact to be felt if the risk 

were to materialize.

Integrated Agency and Jurisdiction Planning: Continued to 

focus attention on integrating jurisdiction-level planning with the 

enterprise mission, vision and strategy. In FY 2023, the AOC completed 

Phase 1 of the Capitol Complex Master Plan (CCMP). The Capitol Power 

Plant jurisdiction collaborated with the Office of the Chief Engineer 

to incorporate the Utility Master Plan into the CCMP. The Capitol 

Power Plant also initiated development of a five-year operations plan 

that provides a strategic road map for efficient resource allocation, 

infrastructure improvements and a positive work environment. The 

Capitol Grounds and Arboretum jurisdiction began development of a 

five-year operations plan that is in alignment with the Bridge Strategic 

Plan. The CVC developed a new strategic plan using input from 

jurisdiction for the development of goals and strategies. 

Campus Recycling: Expanded and improved recycling programs 

inside facilities and on construction sites. Efforts included 

improving waste and recycling outcomes, increasing recycling 

rates, standardizing bin usage, promoting waste separation 

awareness, enhancing collection efficiency and reducing excess bins 

in workspaces. The recycling program in Senate office buildings 

reduced single-use plastics and advanced waste management as 

part of ongoing maintenance and process improvement. Empowered 

employees on the USBG’s Green Team established a uniform recycling 

program that is being adopted by other jurisdictions.

Building Automation: Continued expansion and enhanced 

reliability of the building automation system network (BASnet) that 

is used to monitor and adjust utilities. The expansion included the 

Senate Underground Garage and the Library of Congress’ Special 

Services Facility Center. System reliability efforts included five new 

BASnet servers with failover capabilities, a new server at the USBG 

Production Facility and daily backups to an off-site facility. 

Communities of Practice promote collaboration among the trades groups that comprise the AOC workforce, including those responsible for the 

maintenance and care of the elevators in the facilities across the Capitol campus.
SECTION ONE 35 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Forward-Looking Information

The Integrated Risk Management Division (IRMD), led by the 

Risk Management Officer, oversees the ERM program. ERM is a 

crucial component of the agency’s governance process, offering a 

comprehensive view of organizational challenges, while improving 

decision-making and prioritization and management of missioncritical risks. 

The IRMD coordinates with agency leaders to perform an annual 

risk assessment that identifies and prioritizes the risks that are most 

critical to further evaluate, manage and monitor. In FY 2023, the 

IRMD adopted a modified assessment schedule, alternating between 

full risk assessments (even-numbered fiscal years) and targeted risk 

assessments (odd-numbered fiscal years). The full risk assessments 

gather information from agency leaders, management and staff on 

known risks and potential impacts. The targeted risk assessments, 

implemented for the first time this year, focus on gathering input from 

senior leaders to identify new or emerging risks not already included 

in the enterprise risk profile. This fiscal year’s targeted assessment 

identified two new risks: recruitment and retention, and critical 

infrastructure failure, bringing the total number of enterprise-level 

risks to 11. 

Figure 8. Summary of Enterprise-Level Risks and OIG Management Challenges

DESCRIPTION ENTERPRISE-LEVEL RISKS OIG MANAGEMENT CHALLENGES

Recruitment and Retention* (OIG description: Recruitment and Retention, Succession

Planning and Employee Misconduct and Noncompliance)  

Physical Security 

Cybersecurity  

IT Infrastructure 

Critical Infrastructure Failure* 

Deferred Maintenance and Capital Renewal 

Workplace Health and Safety (OIG description: Balancing Safety, Security and Preservation)  

Data Quality and Governance 

Expectation (External Communications) 

Life Cycle Project Management 

Manager-Employee Engagement Expectations (Internal Communications) 

Accessibilty, Auditability and Records Retention 

Whistleblower Protections 

Working Capital Fund 

Waste and Accountability 

*New or emerging risk based on the FY 2023 risk assessment.

Each risk assessment helps identify and prioritize the most important 

risks facing the agency based on their likelihood of occurrence and 

potential impact on fulfilling mission-critical tasks. Each enterpriselevel risk is prioritized and scored by multiplying the likelihood of 

occurrence, impact if realized and the velocity of the impact. Velocity 

was introduced in FY 2023 to represent the predicted time frame for 

an impact to be felt if the risk materialized. Likelihood and impact are 

measured on a five-point rating, where five denotes higher probability 

or impact; velocity is rated on a scale of 1.05 to 1.40 where 1.05 

represents very slowly and 1.40 represents very rapidly. Once scored, 

risks are grouped into three tiers based on their potential impact on 

the agency’s ability to achieve its mission.

In addition to the 11 enterprise-level risks, the OIG identified seven 

management challenges, two of which align with the enterpriselevel risks. Figure 8 provides a consolidated overview of the 

risks and challenges. The AOC leadership has reviewed the OIG’s 

recommendations and will take appropriate actions to mitigate the 

impact of the seven challenges. The OIG’s statement of management 

challenges is included in Section Four: Other Information. 
SECTION ONE 36 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Recruitment and Retention

Risk Statement: The risk that the AOC does not effectively 

attract, develop, engage, reward and/or retain a highly skilled, 

motivated and diverse workforce, which directly impacts its 

ability to advance the agency mission, vision and values.

RISK RATING

Likelihood 4

Impact 4

Velocity 1.2 (Slowly)

Risk Score 19

Explanation: Recruitment and retention are the agency’s highest 

rated enterprise-level risk. The current climate of labor force shortages 

and a widening skills gap intensifies competition for skilled workers, 

necessitating new and expanded recruitment strategies. Addressing 

risks related to retention require providing an inclusive and equitable 

workplace and ensuring all employees have opportunities to advance 

in their careers. Failure to address retention risks can result in higher 

turnover, increased workload for existing staff and a loss of crucial 

institutional knowledge and expertise. This risk was identified as a 

new risk in the FY 2023 targeted risk assessment.

Risk Responses: Response actions for this risk are currently under 

development and implementation as part of the Human Capital Strategic 

Plan. The plan establishes a wide range of goals, objectives and initiatives 

related to recruitment, hiring, development, advancement and retention. 

In FY 2023, efforts to address this risk included expanding recruitment 

outreach and partnerships, increasing access to new career paths, 

training and professional development opportunities for employees, 

and providing enhanced opportunities for knowledge exchange across 

the agency. The Human Capital Management Report in Section Four: 

Other Information presents a detailed description of initiatives and 

accomplishments currently underway to address this risk.

Physical Security

Risk Statement: The risk that the AOC fails to protect people, 

property, physical assets and information from threats, 

actions and undesirable events that could cause damage 

and/or loss.

RISK RATING

Likelihood 3

Impact 4

Velocity 1.4 (Very Rapidly)

Risk Score 17

Explanation: Ensuring a safe and secure environment requires 

securing physical infrastructure, coordinating construction security, 

managing personnel suitability and collaborating with external 

security partners, while minimizing the impact of security protocols 

on individuals who work at or visit the Capitol campus.

Risk Responses: During FY 2023, the AOC continued to develop 

a physical security governance doctrine to provide guidance to 

executive level decision-makers. Once developed and implemented, 

the doctrine will help determine the coordination of key management 

roles and responsibilities from a security perspective. The AOC will 

continue to refine the physical security awareness training to educate 

the agency on physical security policy and governance. This includes 

the development of standardized, branded and professionally 

produced multimedia training materials. The agency hired a 

production company to assist in updating the security training. 

Tier 1 Risks

These risks pose the most significant threat to the agency and its ability 

to fulfill its mission. They are top priorities demanding immediate 

leadership attention. Response plans for Tier 1 risks are prioritized within 

the budget cycle, with resources allocated for effective implementation 

of risk responses. There were three Tier 1 risks in FY 2023.
SECTION ONE 37 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Cybersecurity

Risk Statement: The risk of network intrusion or data 

exfiltration by malicious internal and external threats.

RISK RATING

Likelihood 3

Impact 4

Velocity 1.35 (Rapidly)

Risk Score 16

Explanation: Given the critical role IT systems play in ensuring the 

continuity of operations, a breach in these systems could rapidly cause 

significant and far-reaching repercussions. A cybersecurity breach has 

the capacity to disrupt critical services and functions and compromise 

data confidentiality, integrity and availability, thereby leading to 

delays and inefficiencies in fulfilling mission-critical tasks, and posing 

a tangible threat to the safety and security of individuals working on 

or visiting the Capitol campus.

Risk Responses: To mitigate this risk, the AOC is expanding the 

assessment and authorization process and migrating the existing 

authority-to-operate to a new system of record. The AOC will also 

complete and integrate existing assessments (both cloud and onpremises) into the new system of record.

To support cybersecurity reporting, a solution was implemented to 

generate executive-level reports, with plans to launch an executive 

dashboard in the first quarter of FY 2024. The AOC is also refining 

its vulnerability management program and process for identifying, 

assessing, remediating and reporting cyber weaknesses to make 

necessary updates and improvements to existing policies and 

procedures. A gap analysis of present capabilities and current and 

future business requirements will be conducted and best practices 

for vulnerability management will be implemented, including the 

development of technology road maps to address any findings from 

the gap analysis. Future response actions include the implementation 

of supply chain threat protection and zero trust architecture. Both 

response actions are based on best practice guidance outlined and 

implemented by other federal agencies.
SECTION ONE 38 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Tier 2 Risks

These risks may have a moderately disruptive effect on the agency 

and its ability to achieve its mission. These risks are near-term 

priorities and require a response plan. Resources to address Tier 2 risks 

may be considered in the upcoming budget cycles. There were six 

Tier 2 risks in FY 2023.

IT Infrastructure

Risk Statement: The risk that the AOC does not have a proper 

IT infrastructure in place to support current and future 

technology requirements.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.35 (Rapidly)

Risk Score 12

Explanation: This risk is influenced by the location, age and viability of 

the agency’s data centers, along with the need to maintain consistent 

network and services availability across the Capitol campus. Although 

the likelihood of this risk was deemed to be moderate, the impact 

would be significant if the IT infrastructure, services and functions 

were to fail, including the disruption of communications, operations 

and services, compromised data security, integrity or confidentiality, 

and hampered capacity to fulfill mission-critical tasks. Addressing 

this risk is essential, necessitating infrastructure modernization 

investments, robust contingency planning, and proactive measures to 

enhance network and data resilience and security.

Risk Responses: The AOC established a Capital Equipment 

Replacement Program to formalize investment in equipment 

replacement, remove infrastructure unsupported by vendors and 

forecast future IT needs. A new cloud-based strategy articulates 

future use of private, public and hybrid architecture and “as-aservice” models to support business activities within a secure and 

resilient environment. The AOC has assessed the current data center 

and identified resource reductions in preparation for migration to a 

cloud-based infrastructure. The effort includes a formal migration 

plan with future funding requirements. Remaining response plan 

actions involve the completion of a technology road map to ensure 

IT infrastructure is scaled to meet future business requirements, an 

impact assessment of the potential benefits and risks associated 

with the responsible adoption of artificial intelligence to secure and 

manage IT infrastructure, and upgrading the fiber optic infrastructure 

in collaboration with other legislative branch agencies. These 

measures collectively aim to bolster the IT infrastructure, enhancing 

its reliability, scalability and resilience to effectively address current 

and future technology requirements.

Critical Infrastructure Failure

Risk Statement: The risk of critical infrastructure (i.e., vital 

building systems, facilities, roads, bridges, pipelines, power 

grids) failure due to aging facilities, extreme weather, 

accidents or cyberattacks would significantly impede the 

AOC’s mission fulfillment and operations.

RISK RATING

Likelihood 2

Impact 4

Velocity 1.35 (Rapidly)

Risk Score 11

Explanation: The consequences of critical infrastructure failure can 

disrupt the agency’s daily operations and pose substantial risks to 

both facilities and their occupants. These ramifications could include 

mandatory evacuations of facilities, closures, life safety concerns, 

health hazards and environmental repercussions. Compounding the 

issue is the advanced age of many of the facilities, which increases the 

potential for critical failure and raises additional concerns about their 

capacity to meet modern operational requirements. The identification 

of this risk in the FY 2023 targeted risk assessment underscores 

the importance of proactive measures to mitigate and plan for the 

potential consequences of critical infrastructure failure.

Risk Responses: Response actions for this risk are currently under 

development and evaluation. The agency will prioritize identifying 

those AOC-owned versus non-AOC-owned critical infrastructure 

elements and determine the best course of action to manage the 

critical infrastructure failure risk.
SECTION ONE 39 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Deferred Maintenance and 

Capital Renewal

Risk Statement: The risk that the AOC does not obtain the 

resources required or implement the processes needed to 

adequately reduce the deferred maintenance and capital 

renewal backlog.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.2 (Slowly)

Risk Score 11

Explanation: Preserving the aging buildings and facilities on the 

Capitol campus requires proactive facilities and equipment systems 

maintenance to prevent failures. Insufficient funding and the neglect 

of necessary maintenance and repair projects can lead to major 

facility damage, service disruptions and costly additional repairs. 

As of September 30, 2023, the estimated deferred maintenance and 

capital renewal backlog for the Capitol campus was $2.6 billion, with 

59 percent of major buildings under the AOC’s care rated as in “poor” 

or “fair” condition. Approximately $951 million would be required to 

improve these facilities to “good” condition.

Risk Responses: The identification and prioritization of the deferred 

maintenance and capital renewal backlog is critical to managing 

this risk. A dashboard is under development to better categorize all 

backlog elements. This fiscal year, the AOC conducted an internal 

review of the growing costs of deferred maintenance and capital 

renewal from a budget perspective with observations and strategic 

recommendations on addressing backlog reduction. As a result of that 

review, the AOC will align budget requests with deferred maintenance 

and capital renewal priorities across all offices, jurisdictions and 

appropriations. Concurrently, the Office the Chief of Operations 

awarded a contract for consultants to identify data-driven needs, 

process-driven operational improvements and standardized project 

planning requirements to best reduce the deferred maintenance and 

capital renewal backlog. The contract will align with the EAM Phase 3 

activities and develop processes, policies and standards.

Workplace Health and Safety

Risk Statement: The risk that the AOC fails to provide a 

physically and emotionally safe work environment.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.2 (Slowly)

Risk Score 11

Explanation: The AOC is responsible for ensuring a safe and healthy 

environment for those who work at or visit the Capitol campus. 

Neglecting safety measures and failing to integrate fire and life safety 

planning, building code compliance, health and safety protocols, 

accessibility, environmental compliance and emergency preparedness 

into daily operations endangers the well-being of workers and visitors, 

and increases the potential for legal and financial liability. 

Risk Responses: Response actions for this risk are currently under 

development and evaluation. 
SECTION ONE 40 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Data Quality and Governance

Risk Statement: The risk that decision-quality data may 

not be readily available to inform priority initiatives, and 

there is no established data governance structure, which 

compromises data security.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.2 (Slowly)

Risk Score 11

Explanation: This risk encompasses two key aspects: ensuring 

the reliability and availability of data as a valuable agency asset 

for accomplishing strategic goals and establishing consistent and 

appropriate data structures to support effective and efficient data 

management. By enhancing data quality and governance, the AOC 

can leverage data to facilitate higher-quality decision-making and 

improve program performance and outcomes.

Risk Responses: In response to this risk, the Chief Data Officer (CDO) 

and Deputy CDO roles were evaluated and aligned to the Office of 

the Chief Financial Officer. This alignment led to the establishment of 

the Data and Business Intelligence Division (DBID) to enhance data 

utilization, develop data governance, provide data asset cataloging 

and search software, as well as provide training and support to users 

on creating reports and dashboards. 

The DBID created a data governance charter, established a formal 

structure for approval boards responsible for data management, 

formed a data stewardship framework for the Data Technical Council 

members (one level of the data governance structure) and developed 

an enterprise data strategy and corresponding implementation plan. 

The DBID also initiated procurement activities for a comprehensive 

data catalog and data governance system. This includes the formation 

of a data steward group that will lead the effort to identify where AOC 

data resides.

Expectation (External Communications)

Risk Statement: The risk that the AOC does not manage 

the needs and expectations of stakeholders (i.e., clients, 

customers and oversight entities) based on the actual level of 

AOC capacity to fulfill requests.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.2 (Slowly)

Risk Score 11

Explanation: The agency receives a high volume of service requests 

from congressional stakeholders and tenants in AOC-managed 

facilities. Balancing the demands effectively and efficiently, while 

maintaining timeliness and quality, proves challenging due 

to resource constraints and competing priorities. Inadequate 

performance standards, delivery timelines and clear communication 

regarding capacity and capability to fulfill service requests may result 

in unmet expectations and a negative perception of performance 

among stakeholders.

Risk Responses: Response actions for this risk are currently under 

development and evaluation.
SECTION ONE 41 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Tier 3 Risks

These risks may cause minimum disruption to the agency’s mission 

or are effectively controlled. These risks are not immediate priorities. 

Nonetheless, the AOC monitors these risks and responds to them 

as necessary. 

Life Cycle Project Management

Risk Statement: Failure to implement effective project 

management processes may lead to increased costs, delays, 

significant infrastructure disruptions, safety concerns and 

reduced quality.

RISK RATING

Likelihood 3

Impact 3

Velocity 1.05 (Very Slowly)

Risk Score 9

Explanation: The AOC simultaneously manages and executes 

multiple high-visibility, large-scale and long-term projects to meet 

the infrastructure needs of the Capitol campus, along with smaller 

projects. Effective project management processes are required to 

deliver these projects cost effectively, on time, safely and with high 

quality and minimal disruptions. These processes help to balance 

schedules, costs and risks over numerous project phases, while 

minimizing tenant disruptions and sustaining the necessary staff to 

support design and construction activity.

Risk Responses: Policies and procedures help project managers 

create, run and deliver a successful project. The AOC has updated 

existing policies, procedures and manuals to include project 

management, architecture and engineering, design–build and risk 

management. The AOC continues to expand the project assessment 

program initiated by the Committee on House Administration. The 

Office of the Chief Engineer conducts monthly reviews of project 

metrics and identifies out-of-tolerance projects that assist in refining 

a more deliberate assessment program focused on known risks 

(e.g., reimbursable costs, the change management process, vendor 

management, etc.). The refined program will assess current risks and 

mitigation gaps.

Manager-Employee Engagement 

Expectations (Internal 

Communications)

Risk Statement: The lack of intentional, routine and timely 

communications from management impacts employee 

engagement and alignment around AOC goals and priorities.

RISK RATING

Likelihood 3

Impact 2

Velocity 1.2 (Slowly)

Risk Score 7

Explanation: Employee focus groups identified management 

communication as a significant concern. While employee 

communications have always been critical, the increase in workplace 

flexibilities and the recent personnel turnover in senior leadership 

has highlighted the importance of intentional, routine and timely 

communications.

Risk Responses: Response actions for this risk are currently under 

development and evaluation.
SECTION ONE 42 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Climate-Related Financial Risk

The May 2021 Executive Order on Climate-Related Financial Risk encourages federal agencies to summarize efforts taken or planned to 

assess, measure and mitigate risks related to climate change that could affect the entity’s financial performance, position or condition. 

While exempt from the executive order, as part of a prior strategic planning effort, the AOC commissioned a report to evaluate the potential 

impacts that extreme weather conditions may pose to the agency’s mission and infrastructure. The report, completed in FY 2022, provided a 

high-level analysis of likely extreme weather impacts to the Washington, D.C. region and recommended strategies the agency could employ 

to minimize or remediate the risks posed to the Capitol campus. 

The report focused on the most critical facilities under the AOC’s care and narrowed the analysis to four likely areas of impact: sea level rise 

and severe rainstorms, ice and snowstorms, extreme temperatures, and hurricanes and windstorms. The evaluation included 27 facilities. 

It revealed consistent areas of vulnerability and recommended strategies for mitigating potential damage. The key themes in the report 

included: facilities are susceptible to water infiltration and exterior envelope damage from multiple extreme weather impacts and systems 

and specialized collections and spaces are insufficiently supported by standby power. Additionally, many of the emergency power systems 

are vulnerable to extreme weather.

As part of this report, the AOC developed a summary scorecard for each facility that shows the weather risks, possible courses of action and a 

model to access the approximate cost for each course of action. The report also identified simple and immediate remediation efforts for the 

risks, including regular visual inspections and assessments, frequent updates to preventive maintenance plans, improved standard operating 

procedures and updated project identification and program development processes. The AOC is developing projects that address issues 

outlined in the report.

In FY 2023, the AOC neared completion of the Capitol Power Plant Master Plan that outlines the needed utility infrastructure upgrades 

necessary to allow the facilities to operate during weather extremes. The agency also completed a resiliency assessment and is developing a 

water resiliency study using the National Renewable Energy Laboratory. These climate assessments will be used to inform the CCMP.

The Capitol Power Plant provides steam and cooled water to heat and cool the buildings across the Capitol campus. 
SECTION ONE 43 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

This section provides an overview of the AOC’s financial statements 

that appear within Section 3: Financial Information. The principal 

financial statements are independently audited by KPMG and consist of 

the Balance Sheet, Statement of Net Cost, Statement of Changes in Net 

Position and Combined Statement of Budgetary Resources for the fiscal 

year ended September 30, 2023. Table 7 summarizes key data from 

the financial statements. The financial highlights from FY 2023 include: 

 Assets exceeded liabilities by $4.0 billion, an increase in net position 

of $553 million (16 percent) over FY 2022. This change primarily 

resulted from the increase in the fund balance with Treasury (FBWT). 

 General Property, Plant and Equipment (PP&E) (net of accumulated 

depreciation), the largest asset, totaled more than $2.6 billion, a 

$25 million (1 percent) increase over FY 2022, due primarily to the 

capitalization of costs from various projects on the Capitol campus. 

 The net cost of operations amounted to $828 million, a $122 million 

(17 percent) increase from the prior year. This primarily resulted 

from an increase in the costs associated with environmental and 

disposal liabilities and additional costs associated with various 

projects on the Capitol campus. 

Table 7. Summary Financial Statement Data (Dollars in Thousands)

BALANCE SHEET SUMMARY FY 2023 FY 2022 % CHANGE

Fund Balance with Treasury $ 1,612,659 $ 1,284,061 26%

Investments 21,576 21,060 2%

General Property, Plant and Equipment, Net 2,675,467 2,649,759 1%

Advances and Prepayments 285,570 4,799 >100%

All Other Assets 2,283 1,727 32%

Total Assets $ 4,597,555 $ 3,961,406 16%

Accounts Payable $ 85,840 $ 79,098 9%

Advances from Others and Deferred Revenue 39,423 25,707 53%

Federal Debt and Interest Payable 16,892 31,864 (47%)

Environmental and Disposal Liabilities 271,197 183,422 48%

Federal Employee Benefits and Related Accruals 60,265 65,370 (8%)

All Other Liabilities 89,764 94,335 (5%)

Total Liabilities $ 563,381 $ 479,796 17%

Unexpended Appropriations 1,633,124 1,038,109 57%

Cumulative Results of Operations 2,401,050 2,443,501 (2%)

Total Net Position $ 4,034,174 $ 3,481,610 16%

Total Liabilities and Net Position $ 4,597,555 $ 3,961,406 16%

STATEMENT OF NET COST SUMMARY

Gross Cost $ 890,434 $ 788,789 13%

Less: Earned Revenue (62,837) (83,677) (25%)

Net Cost of Operations $ 827,597 $ 705,112 17%

STATEMENT OF BUDGETARY RESOURCES SUMMARY

Unobligated Balance Brought Forward $ 501,857 $ 849,209 (41%)

Appropriations* $1,344,302 788,347 71%

Spending Authority from Offsetting Collections 63,691 68,492 (7%)

Borrowing Authority 2,283 3,507 (35%)

Total Budgetary Resources $ $1,912,403 $ 1,709,555 12%

* Appropriations of $1,344.3 million in FY 2023, as reported on the Statement of Budgetary Resources, include direct appropriations of $1,319.0 million, $29.2 million in Judiciary appropriations 

(administered by the AOC for the care of the Supreme Court of the United States and its grounds), and $54 thousand authority from the special fund receipts, less a House Office Building Fund 

transfer of $4.0 million. In FY 2022, the AOC received $788.3 million in total appropriations, composed of direct appropriations of $782.9 million, $14.4 million in Judiciary appropriations, and 

$17 thousand authority from the special fund receipts, less a House Office Building Fund transfer of $9.0 million. 

Financial Highlights
SECTION ONE 44 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

INDEPENDENT FINANCIAL STATEMENTS AUDIT 

The AOC received an unmodified (clean) financial statements audit 

opinion for FY 2023 — the 19th consecutive year in which the agency 

received a clean audit opinion. An unmodified opinion provides 

reasonable assurance that the financial statements are free of 

material misstatement. Reasonable assurance, while not absolute, is 

nonetheless a high level of assurance. The audit identified no material 

weaknesses or significant deficiencies. Figure 9 shows the number 

of material weaknesses and significant deficiencies for each fiscal year 

that the AOC has submitted its four principal financial statements for 

an audit. 

GUIDE TO THE FINANCIAL STATEMENTS 

Federal government efforts to improve financial transparency and 

accountability led to the passage of mandatory uniform accounting 

and reporting standards for executive branch agencies. As a 

legislative branch agency, the AOC generally references the executive 

branch requirements as a best practice. As such, the AOC prepared 

its consolidated financial statements from accounting records in 

conformity with generally accepted accounting principles (GAAP). 

For federal entities, GAAP are the standards prescribed by the Federal 

Accounting Standards Advisory Board (FASAB). 

This section provides a brief description of each financial statement, 

their significant balances, major fluctuations and their relevance to 

the agency’s operations. To facilitate analysis, the financial highlights 

are summarized as follows: 

 Financial Position Overview: Balance Sheet

 Operational Results: Statement of Net Cost

 Cumulative Overview: Statement of Changes in Net Position 

 Combined Statement of Budgetary Resources

Figure 9. Audit Material Weaknesses and Significant Deficiencies

 

 

 Limitations of the Principal Financial Statements 

 COVID-19 Impact

FINANCIAL POSITION OVERVIEW: BAL ANCE SHEE T 

The Balance Sheet provides a snapshot of the AOC’s financial position 

at a fixed point in time. It displays the amounts of current and future 

economic benefits owned or available (Assets), amounts owed 

(Liabilities) and remaining amounts (Net Position) at the end of the 

fiscal year.

Assets: As of September 30, 2023, the AOC reported total assets of 

$4.6 billion. This represents an increase of $636 million (16 percent) 

over the FY 2022 total assets of $3.9 billion. This change is primarily 

due to the significant increase in appropriations received in FY 2023 

compared to FY 2022, which is mainly reflected in the $329 million 

increase in FBWT and a $281 million increase in advances and 

prepayments. Figure 10 summarizes the total assets by major 

component as of September 30, 2023. 

General PP&E and FBWT, the two largest asset classes, account for 93 

percent of the agency’s total assets. General PP&E, net of accumulated 

depreciation, was $2.7 billion at fiscal year-end (58 percent of total 

assets), a $26 million increase from the FY 2022 balance. The increase 

in PP&E from the prior year is primarily due to the completion and 

capitalization of construction projects, net of depreciation expense, 

most significantly, Phase 3 of the Cannon Renewal Project. 

Figure 11 summarizes the PP&E balances by asset class at the end 

of the fiscal year. As of September 30, 2023, the largest asset class of 

the PP&E balance is buildings improvements ($1.7 billion, 62 percent 

of total PP&E). This category is followed by buildings ($565 million, 
SECTION ONE 45 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

21 percent) and construction work-in-progress (CWIP) ($233 million, 

9 percent). 

The FBWT, at $1.6 billion (35 percent of total assets), represents the 

next largest asset category. Its $329 million increase from the prior 

fiscal year was primarily due to the significant overall increase of 

appropriations received in FY 2023. Appropriated construction project 

funding increased by $483 million. This funding immediately increases 

the FBWT balance, while the related disbursements reduce the 

FBWT over the term of the projects. This causes the FBWT balance to 

initially spike and then gradually decline as the construction program 

amounts are disbursed. 

Advances and Prepayments ($286 million, 6 percent of total assets) 

was the third largest asset category. This category increased by $280 

million over the FY 2022 amount due to advances paid for various 

reimbursable construction projects (net of advance liquidations), 

primarily attributed to the Capitol Complex security improvement 

project ($283 million).

The remainder of the assets are comprised of investments, accounts 

receivable, retail inventory held for sale in the CVC Gift Shops and 

other assets. Investments are composed of two primary instruments: 

the Capitol Visitor Center Revolving Fund held with Treasury ($10 

million) and an escrow balance held with the public related to the 

Thurgood Marshall Judiciary Building ($11 million).4

Total investments 

equaled $22 million, representing a net increase of $516 thousand 

4 The AOC’s investments include funds held by a trustee outside of the U.S. 

Department of Treasury for financing the construction of the Thurgood Marshall 

Building. Congress did not appropriate funds for this building’s construction but, 

instead, authorized the use of private financing to cover its cost. In 1989, the AOC 

entered into a development management agreement with Boston Properties 

for its design, development and construction. Shearson Lehman Hutton, Inc. 

and Kidder, Peabody, & Co., Inc., issued 30-year Serial Zero Coupon Certificates 

of Participation to finance the construction. Pursuant to a Trust Agreement, the 

proceeds were received by a trustee, The United States Trust Company of New 

York (now the Bank of New York Mellon). The Operating Reserve Fund is held in 

reserve to cover the future renovation needs of the building. 

from FY 2022. This increase is primarily due to an increase in interest 

earned, resulting from a higher market yield percentage in FY 2023.

The annual trend in total assets between FY 2018 through FY 2023 is 

presented in Figure 12. Total assets increased by $1.4 billion, or 43 

percent, over this period. This increase is principally the result of a 

$514 million (24 percent) increase in general PP&E, net of accumulated 

depreciation, and a $593 million (58 percent) increase in the FBWT. 

The PP&E increase was a result of the growth of capital improvements, 

including the Cannon Renewal (Phases 0 through 4), the cogeneration 

plant and multiple stone restoration and preservation projects. 

The FBWT increased due to the $321.9 million FY 2022 emergency 

security supplemental appropriation, and the substantial increase in 

construction project funding in FY 2023. The AOC uses multiyear and 

no-year appropriations to fund many of the long-term construction 

projects on the Capitol campus. 

Heritage Assets and Stewardship Land: The AOC maintains 

an important collection of heritage assets (including artworks, 

architectural features, reference and library materials, archival 

collections, and living botanical assets) and stewardship land 

(including the U.S. Capitol Grounds). Heritage assets and stewardship 

land have historic or natural significance; are of cultural, educational 

or artistic importance; or have significant architectural characteristics. 

In accordance with FASAB standards, the Balance Sheet does not 

include a value for heritage assets and stewardship land. These assets 

are expected to be preserved indefinitely and they are generally 

treated as an expense on the Statement of Net Cost and carried at 

no value on the Balance Sheet.5

 However, an exception applies for 

5 Federal entities are required to provide a description of major heritage asset 

categories and physical unit information at the end of the fiscal year — including 

their condition, the number of units added or withdrawn during the year and a 

description of the methods of acquisition or withdrawal. See Financial Statement 

Note 9: Stewardship PP&E and Required Supplementary Information in Section 

3: Financial Information.

Figure 10. Summary of Total AssetsFigure 11. Net PP&E by Asset Class
SECTION ONE 46 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Figure 12. Trend in Total Assets

 

Table 8. Multiuse Heritage Assets at the AOC

FACILITY AOC JURISDICTION

U.S. Capitol Building Capitol Building

East Refrigeration Plant Capitol Power Plant and 

Utility Services

Main Boiler Building Capitol Power Plant and 

Utility Services

Old Generator Building Capitol Power Plant and 

Utility Services

Cannon House Office Building House Office Buildings

East and West House 

Underground Garages House Office Buildings

Ford House Office Building House Office Buildings

Longworth House Office Building House Office Buildings

Rayburn House Office Building House Office Buildings

James Madison Memorial Building Library Buildings and Grounds

John Adams Building Library Buildings and Grounds

Thomas Jefferson Building Library Buildings and Grounds

Daniel Webster Page Residence Senate Office Buildings

Dirksen Senate Office Building Senate Office Buildings

Hart Senate Office Building Senate Office Buildings

Russell Senate Office Building Senate Office Buildings

Senate Underground Garage Senate Office Buildings

Supreme Court of the 

United States

Supreme Court Building 

and Grounds

Thurgood Marshall Federal 

Judiciary Building

Supreme Court Building and 

Grounds

Administration Building U.S. Botanic Garden

Conservatory U.S. Botanic Garden

multiuse heritage assets — namely, heritage assets that are primarily 

used for general government operations. The multiuse heritage 

assets identified in Table 8 are included on the Balance Sheet net of 

accumulated depreciation.

Liabilities: At the end of FY 2023, total liabilities amounted to $563 

million, a $84 million (17 percent) increase from FY 2022. The increase 

was due to an $88 million (48 percent) increase in environmental and 

disposal liabilities and a $14 million (53 percent) increase in advances 

from others and deferred revenue, offset by a $15 million (47 percent) 

decrease in federal debt and interest payable. 

The increase in environmental and disposal liabilities was due to the 

rising inflation from the residual effect of the COVID-19 pandemic, 

which continued to impact labor, materials and supply chain costs. 

These factors contributed to a significant increase in the rates 

used to project the FY 2023 liability, in addition to the inclusion of 

the related labor taxes and mandatory insurances. The increase 

in advances from others was due to advances received for various 

reimbursable construction projects (net of advance liquidations) 

primarily associated with the Visitors Experience Program at the 

Jefferson Building. The decrease in federal debt and interest payable 

was attributed to the two semi-annual bond payments made for the 

Marshall Building. These bond payments are expected to continue 

until the debt is paid off in FY 2024.

Figure 13 provides the total liabilities by component as of September 

30, 2023. The largest component of total liabilities was environmental 

and disposal liabilities ($271 million, 48 percent of the total liabilities), 

primarily related to accrued asbestos cleanup costs. This was followed 

by intragovernmental and public accounts payable ($86 million, 15 

percent) and then by liabilities for federal employee benefits ($60 

million, 11 percent). Additional major liabilities included advances 

from others and deferred revenue ($39 million, 7 percent) and federal 

debt and interest payable ($17 million, 3 percent) related to the 

30-year Serial Zero Coupon Certificates of Participation to finance 

the Marshall Building’s construction. All other liabilities ($90 million, 

16 percent) includes the long-term debt related to the cogeneration 
SECTION ONE 47 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Figure 14. Trend in Total Liabilitiess

 

 

Table 9. Responsibility Segments

RESPONSIBILITY 

SEGMENT ORGANIZATIONAL UNIT

Capital Construction 

and Operations

Architect of the Capitol, Deputy 

Architect of the Capitol, Chief 

Engineer, Chief Financial Officer, 

Chief Administrative Officer, Chief of 

Operations (front office only), Equal 

Employment Opportunity Officials, 

General Counsel, Inspector General, 

Legislative and Public Affairs, Safety and 

Code Compliance

Capitol Building Chief of Operations: Capitol 

Building jurisdiction

Capitol Grounds 

and Arboretum

Chief of Operations: Capitol Grounds 

and Arboretum jurisdiction

Capitol Police Buildings, 

Grounds and Security

Chief Security Officer

Capitol Power Plant Chief of Operations: Capitol Power 

Plant jurisdiction

House Office Buildings Chief of Operations: House Office 

Buildings jurisdiction

Library Buildings 

and Grounds

Chief of Operations: Library Buildings 

and Grounds jurisdiction

Senate Office Buildings Chief of Operations: Senate Office 

Buildings jurisdiction

Supreme Court Building 

and Grounds

Chief of Operations: Supreme Court 

Building and Grounds jurisdiction

U.S. Botanic Garden Chief of Operations: U.S. Botanic 

Garden jurisdiction

U.S. Capitol 

Visitor Center

Chief of Operations: U.S. Capitol Visitor 

Center jurisdiction

plant ($43 million), accrued payroll and leave ($18 million), contract 

holdbacks ($17 million) and other liabilities.

The annual trend in the total liabilities between FY 2018 through FY 

2023 is presented in Figure 14. Since FY 2018, the AOC’s total liabilities 

have increased by $159 million (39 percent). This change was primarily 

driven by increases of $193 million in environmental and disposal 

liabilities and $80 million in accounts payable. The increases were 

offset by decreases of $63 million in federal debt and interest payable, 

and $28 million in federal employee and veteran benefits payable. 

Figure 13. Summary of Total Liabilities

 

OPER ATIONAL RESULTS: STATEMENT OF NE T COST 

The Statement of Net Cost presents the total net cost of operations by 

responsibility segment. The responsibility segments were determined 

based on the FASAB concepts and standards applicable to the federal 

government. The 11 responsibility segments, and the organizational 

units included within, are identified in Table 9. 

Net cost of operations includes total program costs, minus all earned 

revenues attributed to and permitted to be offset against those 

costs. The net cost of operations in FY 2023 totaled $828 million, an 

increase of $122 million (17 percent) from FY 2022. This change was 
SECTION ONE 48 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

largely a result of an increase in the costs associated with the change 

in environmental and disposal liabilities. The trend in the net cost of 

operations is displayed in Figure 15. 

A comparison of the AOC’s gross cost by responsibility segment for FY 

2023 and FY 2022 is displayed in Figure 16. Significant increases, year 

over year, included: 

 House Office Buildings: Net costs increased by $69 million (57 

percent) primarily due to an increase in the costs associated with 

the change in environmental and disposal liabilities and the costs 

related to the 118th Congressional Transition.

 Library Buildings and Grounds: Net costs increased by $17 million 

(34 percent) primarily due to the costs associated with the change 

in environmental and disposal liabilities. This increase was offset by 

a decrease in costs for the Energy Savings Performance Contract.

 Senate Office Buildings: Net costs increased by $16 million (16 

percent) primarily due to an increase in the costs associated with 

the change in environmental and disposal liabilities and higher 

costs for plaster repairs and hazmat removal. 

 Capitol Building: Net costs increased by $13 million (21 percent) 

primarily due to an increase in the costs associated with the change 

in environmental and disposal liabilities.

The net cost of operations for the Capitol Power Plant decreased by 

$22 million (16 percent). This is primarily attributable to the decrease 

in the accounts payable accrual resulting from the reduction of 

current year disbursements as work progressed or was completed 

on various construction projects. Additionally, there were lower 

costs incurred for various projects, including those associated with 

the ESPC.

Earned Revenues by Source: Total earned revenues decreased 

from $84 million in FY 2022 to $63 million in FY 2023, a $21 million 

(25 percent) change. As depicted in Figure 17, the primary FY 2023 

source of revenue was intragovernmental reimbursements from 

the federal judiciary branch for facility operations and construction 

projects ($38 million, 61 percent of total earned revenues). 

Reimbursements paid to the Capitol Power Plant for the provision 

of steam and chilled water generated $10 million (16 percent). Other 

principal revenue sources were from rent, recycling proceeds, online 

gift shop sales, and miscellaneous revenues earned at multiple 

responsibility segments ($15 million, 23 percent) and shown as “All 

Other Revenues.” 

Figure 16. Summary of Net Cost of Operations by AOC Responsibility Segment

Figure 15. Trend in Net Cost of Operations

 

 
SECTION ONE 49 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

CUMUL ATIVE OVERVIEW: STATEMENT OF CHANGES 

IN NE T POSITION 

The Statement of Changes in Net Position identifies the difference 

between all financing sources available to and used to support the 

net cost of operations. Net position is the sum of two components: 

cumulative results of operations and unexpended appropriations. 

Each component is displayed to facilitate a more detailed 

understanding of the changes to the net position. 

Net position on September 30, 2023, shown on both the Balance Sheet 

and the Statement of Changes in Net Position, was $4.0 billion, a $553 

million increase from FY 2022. This change was due to an increase of 

$595 million (57 percent) in unexpended appropriations offset by a 

$42 million (2 percent) decrease in cumulative results of operations. 

As depicted in Figure 18, net position increased by $1.2 billion (43 

percent) over the past six fiscal years, primarily due to multiyear 

and no-year appropriations received over this period to address 

deferred maintenance needs across the Capitol campus, along with 

capital projects to renew or improve aging infrastructure and Capitol 

campus security.

COMBINED STATEMENT OF BUDGE TARY RESOURCES 

The Combined Statement of Budgetary Resources details how 

the AOC obtained its budgetary resources and the status of these 

resources at the end of the fiscal year. The AOC receives general 

funds appropriated for its use by Congress and administered by 

the Treasury. Congress enacts separate appropriations for the 

operating jurisdictions, plus a Capital Construction and Operations 

appropriation for the intra-agency support. The AOC also has 

stewardship responsibility for trust, special and revolving funds (e.g., 

Flag Office Revolving Fund), which are administered in accordance 

with applicable laws and regulations. Details related to trust, special 

and revolving funds can be found in Note 1G: Trust and Special Funds 

to the financial statements..

Fiscal Year 2023 total appropriations amounted to more than $1.3 

billion, a $556 million increase (71 percent) from FY 2022 levels. These 

resources consisted of three components. The operating budget of 

$576 million (44 percent of the appropriated resources) funds payroll, 

utilities, facilities maintenance, centralized activities, information 

services, power plant operations, grounds care, safety operations, 

as well as architecture, engineering, visitor and curatorial services. 

The multiyear capital projects budget of $620 million (47 percent) 

supports construction, upgrades, improvements and preservation 

projects. No-year funding of $119 million (9 percent) provided 

additional funding for the renewal of the Cannon House Office 

Building, the Senate Restaurants Renovation Program, the Senate 

Committee Hearing Room Upgrades Program, and Phase 1 of the 

Hart Senate Office Building Air Handling Unit Refurbishments and 

Replacements. Included in the no-year funding, $4 million was derived 

by the transfer from the House Office Buildings fund.6

 In addition, the 

AOC received $29 million from the Judiciary appropriation for the care 

of the Supreme Court of the United States and its grounds.7

Figure 19 displays the AOC’s total appropriations for FY 2023 and 

the five prior fiscal years. The FY 2023 $601 million (81 percent) net 

increase in budgetary resources since FY 2018 was due to a $393 

million increase in multiyear capital project funding, a $158 million 

increase in operating funds, a $43 million increase in no-year capital 

project funding and a $13 million increase in funding for the care 

of the Supreme Court of the United States and its grounds. These 

budgetary increases were offset by a $4 million reduction in funds for 

the House Historic Buildings Trust Fund. 

6 The House Office Buildings is a general fund and is used for the maintenance, 

care and operation of the House office buildings. 

7 The AOC is responsible for the care of the Supreme Court of the United States 

and its grounds, although the corresponding budgetary resources are included 

in the annual judiciary branch appropriations. 

Figure 18. Trend in Net Position by Category

 

Figure 17. Earned Revenues by Source
SECTION ONE 50 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

LIMITATIONS OF THE PRINCIPAL FINANCIAL 

STATEMENTS

The principal financial statements are prepared to report the financial 

position and results of operations of the AOC consistent with the 

requirements of 31 U.S.C. § 3515(b). The statements are prepared 

from the AOC’s books and records in accordance with federal GAAP 

and in the spirit of the formats prescribed by OMB. Reports used to 

monitor and control budgetary resources are prepared from the same 

books and records. The financial statements should be read with the 

realization that they are for a component of the U.S. government, a 

sovereign entity. 

Figure 19. Trend in Total Appropriations

 

 

COVID -19 IMPACT

The AOC was not appropriated additional funding related to the 

COVID-19 pandemic in FY 2023 but did continue to disburse funding 

received in FY 2021 for COVID-19 relief. In FY 2021, the AOC received 

$21.9 million in funds under the Emergency Security Supplemental 

Appropriations Act, with $19.4 million of the funding carried over 

and spent in FY 2022. Additional details regarding the COVID-19 

funding are provided in Note 24, COVID-19 Activity, of the notes to the 

financial statements.
SECTION ONE 51 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Financial Management Systems 

Framework

The AOC utilizes the Legislative Branch Financial Management 

System (LBFMS) as its core financial management system. The 

LBFMS is a shared-service system hosted by the Library of Congress 

that conforms to the requirements of the Federal Financial 

Management Improvement Act of 1996 (FFMIA). Infographic. 

Legislative Branch Financial Management System Users 

displays the participating agencies and the systems included in this 

shared environment.

The LBFMS uses commercial off-the-shelf (COTS) software 

(Momentum®) designed for the federal government. Momentum®

includes the following financial system modules: Budget Execution, 

Acquisitions, Purchasing, Receiving, Accounts Payable, Automated 

Disbursements, General Ledger, Credit Card, Fixed Assets, Workload, 

Contract Closeout, Travel and Project Cost Accounting. In addition to 

Momentum®, the AOC’s financial and reporting systems include:

 Central Contractor Registration Connector (CCRC) is 

a Momentum® application that downloads the latest vendor 

information from the U.S. General Services Administration (GSA) 

System for Award Management (SAM) and updates the LBFMS 

vendor records.

 Citibank® credit card interface transmits credit card transaction 

data to the LBFMS via a batch file. The AOC uses the GSA SmartPay 3 

shared services structure and contract.

 CVC Point of Sale System is a stand-alone, back-office retail 

inventory management system used to record daily sales and 

inventory transactions from the CVC Gift Shops.

 CWTSatoTravel E2 Solutions Travel System (E2 Solutions) 

provides end-to-end travel management services via a secure web 

portal and interfaces with the LBFMS. The E2 Solutions system is 

part of the GSA E-Gov Travel Service, a federal, web-based, shared 

travel management service.

 Data Marts assists in data management, including staging data 

during off-peak times and simplifying data structure for use by 

multiple systems.

 e-Builder Project Management Information System 

(PMIS) tracks the status of construction projects. The AOC data 

marts provide financial information for the projects managed in 

e-Builder PMIS.

 Inventory Control System (ICS) is COTS software (IBM Maximo®) 

used to track materials, supplies and accountable property 

inventories. The ICS provides life cycle and asset management 

functionality. Real-time interfaces integrate the ICS with the LBFMS 

obligations, receipt of transactions and inventory drawdowns.

 Invoice Processing Platform (IPP) is a secure, web-based 

electronic invoicing system provided by the Treasury to simplify 

management of vendor invoices. The IPP interfaces with the LBFMS.

Infographic. Legislative Branch Financial Management System Users

®

®
SECTION ONE 52 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

 National Finance Center (NFC) provides payroll and personnel 

services as part of a cross-servicing agreement with the U.S. 

Department of Agriculture. The NFC data is submitted to the LBFMS 

via a payroll application.

 Operational Data Store (ODS) is the payroll and personnel 

database, which is also used as a warehouse for detailed employee 

payroll information. The ODS receives a batch file of NFC payroll 

data, and a payroll application creates a batch file of transactions for 

export to the LBFMS.

 Project Information Center (PIC) is a proprietary project 

management system. The LBFMS provides budget and obligation 

data to PIC. The AOC is replacing the PIC system with e-Builder.

 Reporting and Analytics business intelligence tools used by 

the AOC include Microsoft SQL Server Reporting Services and 

Tableau. For visual clarity, these tools are not shown in the financial 

management systems framework (Figure 20).

 System for Award Management (SAM) is an official 

website managed by the GSA providing vendor and other entity 

registration information for businesses contracting with the federal 

government. The CCRC provides key interface management to 

support SAM.gov and the LBFMS operations.

 U.S. Department of Treasury Systems allow the AOC to collect, 

disburse, reconcile and report on funds. These Treasury Bureau of 

the Fiscal Service systems include: the Central Accounting Reporting 

System (CARS) for monthly financial reconciliation; Collections 

Information Repository (CIR) that provides detailed information 

on collections from the Treasury’s Pay.gov website; FedInvest for 

investment in Government Account Series securities; G-Invoicing to 

manage intragovernmental buy/sell transactions; Governmentwide 

Treasury Account Symbol Adjusted Trial Balance System (GTAS) 

for quarterly trial balance reporting; Intra-Governmental Payment 

and Collection (IPAC) supporting intra-agency transactions; Overthe-Counter Channel Application (OTCnet) to manage and report 

payment transactions and deposits; Payment Automation Manager 

(PAM) for payments to employees and vendors; and Secure Payment 

System to securely create, certify and submit payments to Treasury’s 

Fiscal Service.

Figure 20. Financial Management Systems Framework

 

 

 
SECTION ONE 53 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Financial Management Systems 

Improvement Strategy

The financial systems strategy supports mission performance, 

facilitates interagency planning and improves transparency and 

accountability. Continued standardization of financial activities 

within a shared services environment improves business processes, 

leading to greater efficiencies and cost stabilization. Efforts to 

upgrade existing systems and capabilities continued in FY 2023 with 

implementation of new functionality that better supports financial 

management, data analytics and data-driven decisions.

In FY 2023, the AOC began using the Department of Treasury’s 

G-Invoicing solution to manage the processing and approval of 

intragovernmental buy/sell transactions. Throughout the fiscal year, 

the agency used a hybrid approach to effectively manage buy/sell 

activity — utilizing G-Invoicing with trading partners when available 

and using a manual approach for agreements with trading partners 

that were not compliant. The AOC worked with other LBFMS users to 

prepare a seamless interface with G-Invoicing. The AOC’s proactive 

efforts and collaborative approach led to successfully integrating 

LBFMS and G-Invoicing in September 2023.

The AOC also achieved significant success in leveraging robotic 

process automation (RPA). The Financial Systems Office (FSO) 

developed four successful automated software applications (bots) 

that focus on reconciliations to streamline accounting data entry and 

month and quarter-end processing. These efforts have improved 

system reconciliations to test 100 percent of transactions, allowing 

financial analysts to focus on more critical tasks. The next phase of 

RPA implementation includes RPA governance, unattended bots and 

the development of innovative bots to further enhance operational 

efficiency and productivity.

In FY 2023, the FSO conducted an internal Business Process 

Reengineering effort that identified process “Re-Locating” to the most 

efficient and effective groups. The result of these changes improved 

productivity, cycle times, quality of data and user satisfaction. The 

FSO configured budget reprogramming documents to empower 

business financial analysts to manage funding in the LBFMS. This new 

functionality allows budget financial analysts to move funding within 

their budget to meet program goals, thereby transitioning the budget 

branch from data entry roles to oversight and allowing staff to focus 

on higher-demand projects. 

An analysis of an increase in LBFMS document system errors over the 

past several fiscal years identified problem definitions as the root 

cause. Remediation efforts configured the problem definitions to 

better serve current business practices and resulted in a decrease in 

required overrides from 168,511 in calendar year 2021 to 310 in the 

first nine months of calendar year 2023. The FSO also transformed 

the financial system help desk into a centralized knowledge center 

for all financial system support inquiries. The help desk team was 

empowered with the authority and training to resolve simple issues. 

The FSO staff produced a library of financial system process tutorial 

videos and standard operating procedures to help end users.

Stonework conditions surveys help the AOC assess future stonework preservation needs.
SECTION ONE 54 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Analysis of Systems, Control and 

Legal Compliance

FED ER AL M ANAG ERS’ FI NAN CIAL I NTEG R IT Y 

ACT OF 1982

Agency leadership is responsible for establishing and maintaining 

effective internal controls and financial management systems that 

meet the objectives of the Federal Managers’ Financial Integrity Act 

of 1982 (FMFIA). The FMFIA requires agencies to establish internal 

controls and financial systems that provide reasonable assurance 

that the following objectives are achieved: effective and efficient 

operations, compliance with applicable laws and regulations and 

financial reporting reliability. OMB Circular A-123, Management’s 

Responsibility for Enterprise Risk Management (ERM) and Internal 

Control, implements the FMFIA. The FMFIA requires agencies to 

provide an annual statement addressing internal accounting and 

administrative controls, and to perform ongoing evaluations and 

reporting of the adequacy of the controls within the agency.

As a legislative branch agency, the AOC is not subject to FMFIA 

requirements. Nonetheless, the AOC considers internal controls to 

be an integral part of the systems and processes it uses to manage 

daily operations in support of its strategic goals and objectives. The 

AOC holds its managers accountable for efficiently and effectively 

performing their duties in compliance with applicable laws and 

regulations, and for using internal controls to maintain the integrity of 

their activities.

The Chief Financial Officer manages the internal control program. 

The Risk Management Officer manages the program’s internal 

controls components that follow the principles of OMB Circular 

A-123, Appendix A, Management of Reporting and Data Integrity 

Risk and the GAO Green Book. The components include the control 

environment, risk assessment, control activities, information, 

communication and monitoring.

FINANCIAL REPORTING

This fiscal year, the AOC relied on the independent financial statement 

audit to support the agency’s assessment of internal controls over 

financial reporting.

RISK MANAGEMENT

Consistent with the latest guidance, the AOC uses a maturity model 

approach to implement OMB Circular A-123, Appendix A, and 

integrates risk management activities throughout the agency. The 

AOC will continue to explore logical integration points between ERM 

activities and internal control processes to preserve organizational 

value and enhance decision-making.

Further implementation of the ERM program will build upon the 

strategic review process guided by the GPRA Modernization Act of 

2010. Planned activities include the linkage of ERM to the agency’s 

strategic goals, objectives and outcomes, which will improve mission 

delivery. Successful implementation will require a transparent culture 

that encourages open communication about potential risks. The ERM 

program improves processes and performance and formalizes the 

work already undertaken.

FINANCIAL SYSTEMS

The FFMIA requires federal agencies’ financial management systems 

to provide reliable financial data that complies with federal financial 

system requirements, applicable federal accounting standards 

and the U.S. Standard General Ledger (USSGL) at the transaction 

level. An agency achieves substantial compliance when its financial 

management systems routinely provide reliable and timely financial 

information for managing day-to-day operations and produce reliable 

financial statements. To measure conformance, the agency uses 

internal controls assessments based on implementation guidance 

from the OMB, results of reports from the OIG and the annual 

independent financial statement audit. The overall assessment relies 

upon the evaluations made under the OMB Circular A-123, Appendix 

A. When applicable, particular importance is given to any material 

weakness or significant deficiency identified during the internal 

controls assessments. The AOC substantially complied with the FFMIA 

in FY 2023.

OVERALL ASSESSMENT

Based on the procedures performed, the AOC does not consider any 

identified deficiencies to be material weaknesses in internal controls. 

The AOC also does not consider any identified weaknesses to warrant 

a less than unqualified assertion on internal control over reporting or 

significant deficiency reporting for FMFIA systems purposes.

OTHER INFORMATION

A summary of the management assurances and The Inspector 

General’s Statement of Management Opportunities and Performance 

Challenges is provided in Section Four: Other Information.
SECTION ONE 55 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Acting Architect’s Statement of Assurance
SECTION ONE 56 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Summary of Financial Statement 

Audit Material Weaknesses and 

Nonconformances

The AOC’s FY 2023 financial statement audit identified no material 

weaknesses and no noncompliances with applicable laws and 

regulations. The audit did, however identify two nonconformances in 

internal control over program operations. Material weaknesses and 

reportable conditions are determined by AOC management. Using 

a variety of information sources, AOC managers and staff assess the 

effectiveness of internal control for program operations and identify 

opportunities for improvement. These information sources include 

management knowledge gained from the daily operation of programs 

and systems, management reviews, program evaluations and the 

annual independent financial statement audit.

MATERIAL WE AKNESSES SUMMARY 

A material weakness is a reportable condition that the agency head 

determines to be significant enough to be reported outside the 

agency. The AOC’s FY 2023 financial statement audit did not identify 

any material weaknesses.

The south Olmsted Terrace wall encircles the U.S. Capitol where stonework projects continued in FY 2023.

NONCONFORMANCES SUMMARY

A reportable condition is a control deficiency or combination of 

control deficiencies that in management’s judgment represent 

significant deficiencies in the design or operation of internal controls 

that could adversely affect the organization’s ability to meet its 

internal control objectives. The AOC’s FY 2023 financial statement 

audit identified two control deficiencies. The control deficiencies 

relate to a control gap in succession and contingency plans for the 

key roles at the agency, and operating effectiveness for the review of 

litigation cases and potential contingent liabilities.
SECTION ONE 57 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Other Financial Compliances

ANTIDEFICIENCY ACT

The Antideficiency Act, as amended, prohibits federal agencies from 

obligating or expending federal funds in advance or more than a 

congressional appropriation, and from accepting voluntary services. 

The AOC had no Antideficiency Act violations for FY 2023. However, 

the GAO issued a finding in FY 2023 that the AOC had violated the 

Antideficiency Act in FY 2021 in relation to the purchase of a motor 

vehicle.

DEBT COLLECTION IMPROVEMENT ACT OF 1996

The Debt Collection Improvement Act of 1996 requires that any 

nontax debt or claim owed to the U.S. government that is 180 days 

delinquent, with certain exceptions, be referred to Treasury for 

collection. Debt that is in litigation or foreclosure with a collection 

agency or designated federal debt collection center, or that will 

be disposed of under an asset sales program, is exempt from this 

requirement. The AOC referred employee debt to Treasury’s Debt 

Management Services for collection in FY 2023.

D IG ITAL ACCO U NTAB I LIT Y AN D TR ANSPAR EN C Y AC T 

OF 2014

The Digital Accountability and Transparency Act of 2014 (DATA Act) 

sets standards for federal financial data to make federal spending 

data more accessible, searchable and reliable. As a legislative branch 

agency, the AOC is not required to comply with the DATA Act and does 

not participate in the report submissions.

FED ER AL I N FO R M ATI O N SECU R IT Y M O D ER N IZ ATI O N 

ACT OF 2002

The Federal Information Security Management Act of 2002 (FISMA) 

requires each executive branch agency to develop, document and 

implement an agencywide program to provide security for the 

information and information systems that support the agency’s 

operations and assets. The AOC, as a legislative branch agency, is not 

required to comply with FISMA. 

The AOC selectively adopts cybersecurity best practices, including 

elements of FISMA, National Institute of Standards and Technology 

(NIST) Special Publications and the GAO Federal Information 

System Controls Audit Manual to create and maintain its risk-based 

information security program.

The risk management and monitoring strategy is based on current 

NIST framework and guidelines. The AOC, with support from an 

independent third party, authorizes and reauthorizes information 

systems on a three-year cycle, testing approximately one-third of 

all systems annually. This effort evaluates the information security 

controls for compliance with the agency policies.

In FY 2023, the AOC improved its information systems security posture 

through additional updates to its computer security awareness 

training, role-based training, regular testing of security controls and 

enforcement of procedures for detecting, reporting and responding to 

security incidents. The AOC regularly reviewed, tested and monitored 

the IT contingency and incident response plans. IT staff, on-premises 

monitoring tools and external enterprise security services comprise 

the system monitoring and incident response capability. The AOC 

increased the operational technology systems posture by including 

enhanced industrial security controls in its security standards.

The AOC’s information systems and information system security 

programs are evaluated each year through independent assessments 

and multiple audits. These assessments and audits improve the 

information system configurations, documentation and processes 

while mitigating identified security risks and weaknesses.

In FY 2023, the OIG contracted with an external assessor to conduct 

an independent evaluation of the information security program 

and practices using selected FISMA metrics for FY 2021 and FY 2022. 

The assessor used a maturity model developed by Council of the 

Inspectors General on Integrity and Efficiency, Department of 

Homeland Security, OMB, NIST and other stakeholders, to evaluate 

the maturity level of each selected metric. The OIG completed its 

evaluation, and the AOC submitted its management response to the 

findings and recommendations. The AOC developed a comprehensive 

plan to address OIG findings and recommendations.

PROMPT PAYMENT ACT

The Prompt Payment Act requires certain federal agencies to pay 

their bills on time, pay interest penalties for late payments and take 

discounts only when payments are made by the discount date and 

the discount is economically justified. Although the AOC is exempt 

from the Prompt Payment Act, agency policy is to approve and pay 

invoices within 30 days. The AOC uses the Treasury’s IPP to reinforce 

compliance with prompt payment business processes through invoice 

aging reports, configurable workflow escalation strategies and 

email alerts.

OTHER LEGISLATION

Section Four: Other Information provides a summary of 

additional financial management legislation and their applicability to 

the AOC.
SECTION ONE 58 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Year 

in Photos

From the day-to-day activities of the 

AOC to major projects and special 

events, our photographers document 

the agency’s mission. These photos 

depict FY 2023 at the AOC.

1 A restored Brumidi ceiling fresco in the 

Senate Reception Room in the U.S. Capitol

2 Capitol Exterior Preservation — Stone 

and Metal project at the West Front

3 AOC employee power washes the stone 

walkways at the Capitol East Plaza

4 Completed stone restoration work on 

the West Front of the U.S. Capitol

5 Paint and plaster repairs in the second 

floor Senate Corridor of the U.S. Capitol

6 Conservation efforts on murals in the 

House Wing of the U.S. Capitol

7 AOC employees release beneficial 

green lacewing insects on the 

U.S. Capitol Grounds

8 An AOC employee repairs the central stairs 

of the upper West Terrace of the U.S. Capitol

9 A detailed view of an Olmsted architectural 

feature along the East Plaza of the 

U.S. Capitol
SECTION ONE 59 Management’s Discussion & Analysis

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

 

 
SECTION TWO
SECTION TWO 61 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

SECTION TWO

Performance

Information

Overview

The Performance Information section provides a detailed account 

of the agency’s efforts to achieve the goals and objectives defined 

in the Bridge Strategic Plan and a description of progress made 

against annual performance goals and KPIs. The section also provides 

additional insight on the agency’s strategic planning approach and 

performance data verification process. 

Introduction

As part of the organizational transformation and the development of a 

long-term vision for the agency, the AOC adopted a Balanced Scorecard 

approach to strategic planning. The Bridge Strategic Plan, which 

maintains the agency’s four strategic goals from the prior strategic plan, 

serves as an important transition document during the development of a 

long-term vision and strategic plan for the Capitol campus. 

The first two strategic goals, Maintain Awe-Inspiring Facilities and 

Provide Extraordinary Services, are externally focused. The first 

goal guides facilities maintenance, operations, preservation and 

renewal; the second goal focuses on providing exceptional client and 

visitor services. Foster an Innovative and Empowered Workforce and 

Operate as One Team, Dedicated to One Mission, the third and fourth 

strategic goals, are internally focused. They concentrate respectively 

on promoting employee growth, development and engagement, 

and creating a workplace that fosters innovation, collaboration and 

responsible stewardship. Each of the four strategic goals are described 

in detail below. Where applicable, operational KPIs indicate progress 

toward the strategic goal.

The organizational transformation began in FY 2021. AOC leadership 

identified six initiatives that are critical to the agency’s longterm success: AOC University, Building Official, Cultural Behaviors 

Transformation, Enterprise Asset Management, Human Capital 

Strategy, and Capitol Complex Master Plan and Strategic Plan. These 

initiatives serve as the agency’s six strategic objectives in the Bridge 

Strategic Plan. Each strategic objective aligns with multiple strategic 

goals, as shown in Figure 21.

The Bridge Strategic Plan also establishes annual performance goals 

for each strategic goal and objective. These performance goals 

provide specific near-term targets to help the agency progress 

towards its strategic goals and objectives. Where appropriate, 

performance goals include KPIs and performance targets, which 

are expressed in objective, and measurable forms. In some cases, 

alternative-form performance goals, e.g., milestones, are used to 

measure progress toward a particular strategic goal or objective. 

Some performance goals were adjusted or updated in FY 2023 based 

on new information or guidance. As the strategic planning process 

matures and a new Strategic Plan is published, the AOC will revisit and 

refine the strategic objectives, performance goals and KPIs.

As a legislative branch agency, the AOC does not have mandated 

performance reporting requirements, though it uses this report to 

publish its performance results for transparency and accountability. 

The agency is not required to submit its performance results to the 

OMB and this section of the PAR is not linked to the executive branch’s 

performance and accountability website, www.performance.gov.

Similarly, the AOC does not contribute to the OMB’s Cross-Agency 

Priority (CAP) goals.

Previous page: The buildings throughout the Capitol campus contain architectural features that must be maintained and repaired, such as this banister railing on the 

stairs in the Capitol Rotunda.

The Balanced Scorecard

The Balanced Scorecard allows the AOC to communicate goals, align day-to-day work with strategy, prioritize projects, products and services, and measure 

and monitor progress towards strategic targets. It connects the projects and programs, the KPIs used to track success, the strategic objectives and the agency’s 

mission, vision and strategy. The Balanced Scorecard Institute has defined Nine Steps to SuccessTM for a balanced scorecard strategy framework: Assessment, 

Strategy, Strategic Objectives, Strategy Mapping, Performance Measures, Strategic Initiatives, Performance Analysis, Alignment and Evaluation. The Bridge 

Strategic Plan was developed under the assessment step. In FY 2023, development of high-level business strategies continued, based on the assessment 

results. This work coincides with validation of strategic objectives that will positively impact organizational processes and operations. The agency is also 

developing strategic performance measures and will prioritize critical projects and initiatives to meet strategic goals in FY 2024.
SECTION TWO 62 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Data Validation and Verification

The AOC is committed to ensuring the completeness, reliability, 

usefulness and quality of the performance data included in the PAR 

and has mechanisms in place to validate and verify the accuracy 

of reported information. These efforts entail regular assessments 

that address standards and processes, data entry, transfer, integrity, 

limitations and governance. The assessments occur frequently in 

the development stages of dashboards and management reports 

to mitigate errors before deployment and to confirm the usefulness 

of data in decision-making. Subject matter experts and agency 

executives conduct data-driven meetings to evaluate performance. 

The AOC’s data validation and verification process includes:

 Use of applied measurement techniques to identify sources, 

validate data and generate meaningful information 

 Identification and implementation of authoritative sources, 

calculations and standards 

 Use of automated data collection systems 

 Use of automated and manual data checking procedures 

 Analysis of data and identification of discrepancies for resolution 

 Implementation of controls such as restricting permissible values, 

flagging outliers for review and visualizing results

 Review by data owners, data users and subject matter experts

 Deployment of enterprise tools for standardized reporting 

 Review and discussion of performance results with 

senior leadership 

 Improvement of data integrity by ensuring internal reports and 

dashboards use the same data sources and support calculations 

The strategic goals in the Bridge Strategic Plan inform the development 

of KPIs. Documentation for each KPI includes a description of the 

KPI’s relevance, data source and owners, underlying calculations, 

data validation steps, definitions of relevant terms and a summary of 

data limitations and risks that might impair reporting accuracy. This 

information improves the validity, accuracy and depth of the data used 

to measure performance. Performance dashboards enable performance 

assessment, ensure data quality and automate analytics. To improve 

the reliability of its performance data, the AOC certifies data sources, 

performs quality checks of indicator outputs and uses the dashboard 

software to flag input errors and execute test calculations.

In FY 2023, as part of the agency transformation, the AOC hired a 

Chief Data Officer who leads a new division, the Data and Business 

Intelligence Division. This organization is another significant step to 

improve the agency’s data validation and verification processes.

Figure 21. Strategic Goals and Objectives

 

 
SECTION TWO 63 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Statue of Freedom sits on top of the U.S. Capitol Dome overlooking the Capitol campus.

Strategic Goal 1

Maintain Awe-Inspiring Facilities

This strategic goal focuses on the core responsibilities to operate, 

manage and preserve the iconic buildings, grounds and heritage 

assets of the Capitol campus. The agency supports congressional and 

Supreme Court operations through the provision of effective facilities, 

building and grounds management and maintenance, project 

delivery and renewal, preservation and a range of other related 

services. This goal also promotes sustainability practices for the 

Capitol campus — including the Capitol Power Plant — that reduce 

energy usage and save millions in taxpayer dollars. In addition, this 

goal prioritizes deferred maintenance and capital renewal projects. 

Three strategic objectives support this strategic goal: Building Official, 

Enterprise Asset Management, and Capitol Complex Master Plan and 

Strategic Plan.

Goal Definition: The AOC’s mission centers on 

our stewardship of the structures and grounds of 

the nation’s capital. We must ensure every visitor 

to Capitol Hill experiences the grandeur of these 

architectural treasures at their very best.
SECTION TWO 64 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Insight OPERATIONAL KPI

Reduce Cumulative Energy 

Intensity Use 

OVERVIEW

This operational KPI measures the cumulative reduction of energy 

use on the Capitol campus. Through FY 2015, cumulative energy 

reductions exceeded 30 percent, as mandated under the Energy 

Independence and Security Act of 2007. This capped 10 years of 

energy reductions, saving over $94 million. Starting in FY 2016, the 

AOC targeted an additional 2 percent reduction per year through FY 

2025. The 32 percent target for FY 2016 increased to 46 percent for 

FY 2023 and will reach 50 percent in FY 2025.

PERFORMANCE RESULTS

This fiscal year, the AOC exceeded its targeted performance, 

achieving a cumulative reduction of 51.4 percent. Completed 

energy savings performance contract (ESPC) projects provided 

energy and water savings for the Capitol campus. Further savings 

resulted from retro-commissioning mechanical systems and 

improving building system monitoring. The implementation of 

large-scale Capitol campus infrastructure renewal projects, such as 

the Cannon Renewal, will help the agency further build on energy 

savings. In FY 2023, the Library ESPC energy savings exceeded 

expectations and the Capitol Power Plant cogeneration system 

improved production and the plant improved efficiency — leading 

to lower utility consumption and enabling reductions above the 46 

percent goal. Target Met

Figure 22. Reduce Cumulative Energy Intensity

TARGET MET

 

 

Definition

British thermal units (BTU) divided by buildings’ gross 

square feet

Source

Utility Bills, Actuals through September 30, 2023, and estimates 

for missing invoices 

Target

Reduce cumulative annual energy intensity use by 46 percent

Insight OPERATIONAL KPI

Facility Condition Index

OVERVIEW

This operational KPI measures the agency’s ability to maintain 

its facility inventory and is based on the Facility Condition Index 

(FCI), a benchmark used to objectively assess a facility’s current 

and projected condition. The FCI categorizes facilities either as 

poor, fair, good or very good and is calculated as the estimated 

cost of all identified deferred maintenance divided by a building’s 

current replacement value. A ratio of less than 0.02 is considered 

very good, between 0.02 to 0.05 is good, between 0.05 to 0.10 is 

fair and more than 0.10 is poor. The performance target is for the 

percent of major buildings in poor or fair condition to be less than 

or equal to the previous year. For the purposes of this indicator, 

27 facilities are considered major buildings. There has been no 

change in the methodology for computing deferred maintenance 

and current replacement value from prior years. Due to the 

advanced age of many of the facilities, maintaining them in at 

least good condition is a priority.

PERFORMANCE RESULTS

In FY 2023, 59 percent of major buildings were either in poor or fair 

condition (16 of the 27 major buildings). To ensure that the 

information used to measure building conditions was up-to-date, 

the AOC completed five FCAs to modify the FCI computations and 

identify ongoing facility issues. An FCA dashboard provides 

up-to-date facility data and allows the agency to monitor its 

portfolio of major buildings and optimize the public’s investment in 

these facilities. Since the percentage of buildings in poor or fair 

condition increased in FY 2023, the agency did not meet its 

performance target for this success metric. 

Target Not Met

Figure 23. Facility Condition Index

 TARGET NOT MET

 

 

 

Definition

Percentage of buildings in poor or fair condition

Source

Facility Condition Assessments, FY 2023

Target

Percent of buildings in poor or fair condition is less than the 

previous year
SECTION TWO 65 Performance Information

C O M P L E T I O N O F R U S S E L L 

EXTERIOR ENVELOPE PROJECT

The Russell Building is the oldest of the three Senate office buildings. 

The building’s Caucus Room has hosted numerous Senate hearings and 

investigations of national significance, including the sinking of the Titanic 

(1912), the Teapot Dome scandal (1922–24), the attack on Pearl Harbor (1941), 

the Kefauver Committee (1950–51), Army–McCarthy hearings (1954), Fulbright 

hearings related to the Vietnam War (1966), Watergate (1974) and the Iran–

Contra Investigation (1987). In 2009, Senate Resolution 264 designated the 

room as the Kennedy Caucus Room in honor of President John F. Kennedy, 

Attorney General Robert F. Kennedy and Senator Edward M. Kennedy. 

In FY 2023, the AOC successfully completed the Russell Exterior Envelope Project, 

a multiyear restoration project to preserve and repair the exterior envelope 

of the century-old Russell Building. With a budget of $77.6 million, the scope 

and scale of the restoration effort was significant. The three-sequence project 

encompassed five phases of work, with each phase targeting different areas 

of the building. This phased approach minimized disruptions to the building’s 

occupants and reduced the impact of the construction and restoration effort on 

the Senate’s day-to-day activities. 

The project entailed repairing and restoring the Russell Building’s masonry 

façade; repairing and refinishing doors, exterior metals and light fixtures; 

restoring the original windows; and completing structural repairs to the 

building’s balcony flooring, balustrades and roof chimney. The effort also 

involved hazardous materials abatement, installation of bird-deterrent systems, 

mitigation of life safety hazards and improvements to the building’s energy 

efficiency. The project restored and preserved 584 modillions, 1,044 balusters 

and 625 original windows, some of which are more than 100 years old. 

Completion of the Russell Exterior Envelope Project is a testament to the 

AOC’s dedication to preserving the nation’s architectural heritage. Through 

a combination of advanced restoration methods, historical preservation and 

sustainable upgrades, the Russell Building is now better equipped to withstand 

the elements and serve the needs of the Senate.

Capitol Highlights

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report
SECTION TWO 66 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

An AOC employee prepares the Capitol Christmas Tree, which is erected on the West Lawn of the U.S. Capitol each year.

Strategic Goal 2

Provide Extraordinary Services

This strategic goal promotes an organizational culture that focuses 

on consistently recognizing and meeting customer needs by 

being responsive and courteous and taking ownership of actions. 

Table 10 defines the types of customer service that are associated 

with this goal. Three strategic objectives support this strategic 

goal: Building Official, Enterprise Asset Management and Cultural 

Behaviors Transformation. 

Goal Definition: We support our prestigious 

occupants in their critical mission to govern 

our country. We fulfill the journey of visitors 

from across our nation and around the world to 

celebrate and discover the center and symbol of 

American democracy. Our internal and external 

services are equally essential in the successful 

fulfillment of our mission, values and vision.

Table 10. Customer Service Types

CUSTOMER SERVICE TYPE DESCRIPTION

Client/Tenant Services 

Client services include normal and special request services provided to building tenants. A service call, written request or 

technician work order typically initiates normal client services (e.g., painting services). Client services also include special event 

support and the biennial election year office moves.

Visitor Services 

Visitor services include providing a welcoming, informative, inspiring and safe experience on the Capitol campus. The AOC 

provides public tours, training, exhibitions, lectures and online programs to enhance the visitor experience. Visitor services also 

include restaurant and gift shop operations.

Internal Services Internal services focus on AOC employees and include life safety enhancements, accessibility, workplace safety and security and 

Capitol campus amenities.
SECTION TWO 67 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Insight OPERATIONAL KPI

Customer Satisfaction 

With Projects

OVERVIEW

This KPI measures customer satisfaction with design services 

and construction management. Following the completion of a 

design or construction project, the project coordinator receives a 

customer satisfaction survey. Completed surveys provide the data 

for this KPI. The performance target is that clients rate 90 percent 

of projects as satisfactorily completed.

PERFORMANCE RESULTS

In FY 2023, the AOC received 51 project survey responses, 

representing 18 Construction Division projects, 16 design and study 

projects by contractors, eight in-house designs, seven construction 

projects by contractors and two charter projects. The projects 

included Independence Avenue foyer handrails for the Rayburn 

House Office Building, design for the Old Supreme Court Chamber 

Restoration and corrective stormwater management measures at 

Fort Meade, Maryland. The projects also included U.S. Capitol 

sprinkler upgrades, relocating Rock Creek Park stone, Russell 

Building attic door replacement and Jefferson Building generator 

replacement. This fiscal year, there was a 91.9 percent satisfaction 

rating for design and construction projects. Target Met

An AOC employee works on the repairs at the 

Summerhouse Fountain.

Figure 24. Customer Satisfaction With Projects

 

 

 

TARGET MET

Definition

Number of projects rated as satisfactorily completed divided 

by total evaluated

Source

FY 2023 Customer Satisfaction Survey

Target

90 percent of projects are rated by clients as satisfactorily 

completed
SECTION TWO 68 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Insight OPERATIONAL KPI

Tenant Survey

OVERVIEW

This KPI is based on a biennial client survey that measures satisfaction, 

timeliness, quality, communication and collaboration for client- or 

tenant-provided services. The survey leverages standardized questions 

that align with industry standards and best practices for capturing 

client satisfaction, and addresses categories such as HVAC, cleanliness, 

lighting, elevators and grounds maintenance. The results of the biennial 

survey are not available until the following fiscal year. The results from 

the FY 2020 survey were reported in FY 2021 and the results from the 

FY 2022 survey were reported in FY 2023.

PERFORMANCE RESULTS

The FY 2022 survey indicated a 76 percent satisfaction rating with the 

highest satisfaction in the following areas: Grounds Maintained and 

Inviting (90 percent of tenants) and Professional and Courteous Staff (87 

percent). It also indicated that the primary drivers for satisfaction were 

Committed to Quality (78 percent), Easy to Work With (71 percent) and 

Working Together (72 percent). The findings provide an opportunity for 

the agency to build stronger relationships with one in four tenants and 

identified better client communications (e.g., information sharing and 

service updates) and improved HVAC services as areas for improvement. 

Target Not Met

 TARGET NOT MET

Figure 25. Tenant Survey

 

 

Definition

Number of survey responses showing satisfied or very satisfied with 

tenant services provided divided by total survey responses received

Source

Tenant Survey results received as of October 2022

Target

90 percent or more of respondents reported at least satisfied with 

services received
SECTION TWO 69 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

T H E A O C M O V E S I N T H E 

118 T H   CO N G R E SS

Every two years, following the November general elections, the AOC meticulously 

coordinates Member and committee moves and space reassignments in the U.S. 

Capitol and the Senate and House office buildings. The effort begins in November 

in the House office buildings and in early January in the Senate office buildings. 

All related work must be completed before the new Congress is sworn-in during 

early January for House Members and by late spring for the Senate.

The process starts with suite assignments. In the House and Senate office 

buildings, Members choose suites based on lottery selection in the House and 

seniority in the Senate. Using online tools, Members and their staff explore 

available suites, search for preferred attributes, take virtual tours, schedule 

walk-throughs and make official selections. In the Capitol Building, suites are 

assigned by the majority party leadership. Once a suite is assigned, the AOC 

collaborates with the Member to plan the office layout and design elements. AOC 

safety specialists perform detailed site surveys and incorporate important safety 

features into the plan. Detailed construction drawings are then prepared and 

provided to AOC teams responsible for suite renovations. 

During the suite renovations, AOC trade shops undertake various tasks, including 

building partition walls, crafting custom millwork, repairing plaster, repainting 

spaces, installing energy-efficient lighting and new carpeting, and hanging 

blinds and custom draperies. The renovation effort also addresses potential 

deferred maintenance work, abates any asbestos and lead hazards, completes 

critical infrastructure upgrades, enhances accessibility, and incorporates fire and 

life safety upgrades to ensure compliance with building codes.

The House moves are carefully planned and coordinated to allow Members 

to occupy their new suite and resume work the same day. Leading up to a 

move, offices are packed and prepared. The day of the move, furniture, packed 

supplies and equipment are relocated to the new space. As suites are vacated, 

they undergo an expedited renovation to meet the incoming Member’s 

design requirements. 

In FY 2023, the AOC completed the moves for the 118th Congress, including 

relocation of eight congressional leadership suites and the completion of four 

committee suite moves within the U.S. Capitol. The agency also completed 25 

Senate office moves, using the opportunity to address deferred equipment 

maintenance and implement system infrastructure upgrades. In the House, the 

AOC completed 75 departing Member move-outs, 75 new Member set-ups, 169 

returning Member moves, 128 storeroom moves and 23 committee moves. 

The biennial congressional moves demonstrate the AOC’s commitment to 

providing exceptional client services under tight deadlines and ensuring a 

seamless turnover for each new term of Congress.

Capitol Highlights

An AOC employee prepares a suite in the Hart Senate Office Building as part of 

the 118th Congressional moves.
SECTION TWO 70 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The AOC has various programs to help train staff, including efforts to promote knowledge transfer and cross-training.

Strategic Goal 3

Foster an Innovative and 

Empowered Workforce

This strategic goal embraces the spirit of continuous and focused 

employee learning, growth and development to sustain the agency’s 

mission. It develops and promotes efforts that provide employees 

with the tools, training and environment to build new skill sets, 

advance in their careers and excel in their respective duties. In 

addition, the goal fosters efforts to create a work environment that 

cultivates leadership, diversity and inclusion, rewards excellence 

and creativity and assists in attracting, developing, engaging and 

retaining exceptional employees. Three strategic objectives support 

this strategic goal: AOC University, Human Capital Strategy and 

Cultural Behaviors Transformation. 

Goal Definition: An empowered workforce 

will exercise greater responsibility for its 

performance and proactively apply wellinformed judgment and innovation to solve 

problems with solutions that focus on results.
SECTION TWO 71 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Insight OPERATIONAL KPI

External Safety Inspection 

Findings

OVERVIEW

This operational KPI measures the number of safety inspection 

findings identified by the Office of Congressional Workplace 

Rights (OCWR). Congress established the OCWR to enforce and 

administer workplace rights, accessibility, safety and health for 

congressional workers and visitors to the Capitol campus. During 

each biennial congressional cycle, the OCWR assesses the AOC’s 

spaces for safety hazards that require corrective action. 

PERFORMANCE RESULTS

The OCWR identified 145 instances of safety noncompliance in FY 

2023. This was fewer than the rolling six-year average (1,247 findings) 

and met the performance target for this KPI. However, the FY 2023 

number is based on only 4 out of 16 scheduled inspections. The 

additional 12 inspections have been conducted and the AOC is 

awaiting the reports. Target Met

TARGET MET

 

 

Figure 26. External Safety Inspection Findings

Definition

OCWR Findings

Source

OCWR Summary Report

Target

Less than the average of previous six years of findings
SECTION TWO 72 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Capitol Highlights

S T A F F R E C O G N I Z E D F O R M O R E 

THAN 35 YEARS OF SERVICE

DONALD HARRIS

Office of the General Counsel

Donald “Don” Harris, a seasoned attorney with 40 years of federal service, has 

been an invaluable asset to the AOC for more than a decade. As Associate General 

Counsel, Don has expertly handled equal employment opportunity, human 

capital, labor management relations law, and occupational safety and health 

matters for the Employment Law Division. His enduring tenure with the federal 

government exemplifies a legacy of dedication, commitment and excellence.

DONALD WARD

House Office Buildings

Donald has worked on Capitol Hill for more than 50 years. In 1972, Donald began 

his work as a House page, becoming the first Black page from Virginia. In 1976, 

Donald began working in the Front Office for the House Superintendent, also the 

first time a person of color worked in that office. In his current role as Building 

Services Coordinator for the House Office Buildings jurisdiction, he has become a 

stalwart, serving 47 years to support Members of Congress and their staff. 

MICHAEL JOHNSON

Senate Office Buildings

Michael “Mike” Johnson, a third-shift custodial worker at the Hart Senate Office 

Building, has devoted 40 years to delivering exceptional service to senators 

and staff. His deep knowledge of Senate buildings, commitment to excellence, 

respect among peers, and willingness to assume extra duties and overtime 

showcase his dedication to impeccable standards and to maintaining the 

awe-inspiring Hart Building facilities.
SECTION TWO 73 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Strategic Goal 4

Operate as One Team, Dedicated to 

One Mission

Delivering organizational excellence is a shared agency responsibility. 

The AOC works collectively to preserve and maintain the Capitol 

campus buildings, facilities and grounds by providing innovative, safe 

and professional services. This strategic goal promotes a culture of 

learning, collaboration and teamwork to further enhance the agency’s 

overall effectiveness, efficiency and responsible stewardship. 

Establishing a mission-oriented culture is built on a shared vision, 

alignment of priorities and resources, high-quality customer 

experiences, reliable workforce planning and modern technology 

systems. This goal encourages a unified and shared commitment to 

the mission while promoting information and knowledge sharing 

among team members to increase innovation and maximize resources.

AOC University staff are responsible for providing mission-critical training and education and supporting the workforce in their professional 

development, growth and advancement. 

Goal Definition: We must recognize and value 

that what may appear to be competing priorities 

for different AOC functions are ultimately in 

service to our united mission, values and vision. 

Although the AOC does not contribute to the OMB’s CAP goals, 

the agency monitors its progress to identify the governmentwide 

priorities and challenges that impact the agency. In particular, the 

goals related to leveraging data as a strategic asset, developing 

a workforce for the 21st century and improving the customer 

experience are relevant to the AOC and its future. This strategic goal 

promotes communication and collaboration within and among the 

agency’s jurisdictions and administrative offices to create a more 

efficient and effective organization. Three strategic objectives support 

this strategic goal: Cultural Behaviors Transformation, Enterprise Asset 

Management and Capitol Complex Master Plan and Strategic Plan. 
SECTION TWO 74 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Operate as One Team, 

Dedicated to One Mission

The AOC cultivates an environment that values growth, cooperation, inclusivity and accountability. In FY 2023, employees were nominated by the 

heads of their respective jurisdictions or offices to be recognized for embodying the mission to serve, preserve and inspire.

LAUREN BORCHARD Curator Division

Since joining the Curator’s Office as a writer-editor, Lauren has made a notable impact. Her contributions encompass expanding the Curator’s 

library of fact sheets, actively participating in the CVC’s Rotunda 360 project and providing crucial support in acquiring new statues for the National 

Statuary Hall Collection.

ERNITA COLLINS Human Capital Management Division

As Chief of the Employee Benefits and Services Branch, Ernita consistently demonstrates exceptional leadership, collaboration, innovation and 

courtesy. In FY 2023, Ernita led important initiatives, including comprehensive benefits training for managers, transitioning the agency to an 

automated transit benefits system, coordinating the telework application process, drafting the wellness policy and leading numerous wellness events.

Clockwise, left to right to center: Cliff Wallace, Eddy Joseph, Scott Yung, Phil Davis, Kevin Golden, Geoffrey Lane, Ernita Collins, Deatra Trinidad, Savon Smith
SECTION TWO 75 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

LAURA CONDELUCI, RAY MIMS AND MAURA NELSON U.S. Botanic Garden

Laura, a public affairs specialist, Ray, a partnerships and conservations specialist, and Maura, an accessibility coordinator, exemplified teamwork in 

spearheading the USBG museum reaccreditation process. Together, they prepared a comprehensive written application and efficiently planned and 

managed the American Alliance of Museums accreditation review committee’s visit.

PHIL DAVIS Capitol Grounds and Arboretum

Phil consistently brings creativity and innovation to his work as a gardener. His out-of-the-box thinking and astute problem-solving abilities have 

resulted in effective solutions to various workplace challenges, enhancing the efficiency and performance of horticultural maintenance services.

KEITH DEGAY Capitol Power Plant

Keith is the Distribution High Voltage Team Leader, entrusted with the crucial task of guaranteeing uninterrupted and secure electrical power 

supply to all AOC buildings 24/7. Through his dedication and extensive experience, Keith has consistently delivered exceptional service throughout 

his career.

BRADY FLEMING Senate Office Buildings

Brady, an electrician leader, delivers exceptional customer service, leveraging his comprehensive knowledge of electrical systems to upgrade 

lighting in Senate offices and resolve electrical challenges. His dedication, expertise and ability to lead by example make him an invaluable asset to 

the AOC.

ROBERT GATEWOOD Capitol Power Plant

As the Electronics Branch Leader, Robert consistently demonstrates the AOC core values of RISE through his knowledge, professionalism, dedication 

and exceptional customer service.

KEVIN GOLDEN Capitol Building

Kevin, a skilled sheet metal mechanic, leads a team responsible for repairing and replacing the U.S. Capitol’s copper roofing. This challenging project 

demands meticulous skill, extensive preparation and careful planning.

EDDY JOSEPH Office of Safety and Code Compliance

Eddy manages the AOC’s hazardous waste program. The critical work he performs includes overseeing hazardous waste pickup, emergency spill 

response and environmental cleanup. Eddy exemplifies the AOC mission by working diligently behind the scenes to protect people, spaces and 

the environment.

GEOFFREY LANE Library Buildings and Grounds

Geoffrey, a skilled electrical worker, actively seeks opportunities to expand his knowledge and expertise. His outstanding performance in an 

electrical apprenticeship program and consistent demonstration of knowledge, professionalism and adherence to safety requirements embody the 

qualities of a model employee.

SAVON SMITH House Office Buildings

Savon, an assistant building services supervisor, was instrumental in the transition for the 118th Congress, supporting the successful relocation of 

244 Member offices. Her leadership during this critical period ensured a smooth and seamless transition for the new Congress.

DEATRA TRINIDAD Supreme Court Building and Grounds

Deatra, a deputy facility manager, excels as a technical performer in facility and construction management, while also demonstrating exceptional 

interpersonal skills. She consistently empowers and motivates her colleagues and is recognized as an influential leader.

CLIFF WALLACE Office of the Chief Engineer

Cliff, the Energy Management Control Systems (EMCS) Leader, is responsible for enhancing and maintaining the agency’s extensive building 

automation system network. Under Cliff’s leadership, the EMCS team consistently contributes to the agency’s energy conservation and 

client satisfaction.

SCOTT YUNG U.S. Capitol Visitor Center

Scott’s exceptional contributions as a Visitor Guide led to his well-deserved recognition as the CVC’s Employee of the Year for FY 2023. Through his 

engaging tours and interactions with Capitol visitors, Scott consistently upholds the highest standard of excellence for the CVC.
SECTION TWO 76 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Strategic Objectives

AOC UNIVERSITY

This strategic objective establishes AOC University as a permanent 

organization focused on the provision of mission-critical training 

and education, and supporting employees in their professional 

development, growth and advancement. AOC University ensures 

employees have the right skills to be successful in their jobs. Once fully 

implemented, AOC University will offer enterprisewide learning and 

development opportunities and provide opportunities for employees 

to strengthen their skills and capabilities and advance in their careers. 

AOC University directly supports the strategic goal to Foster an 

Innovative and Empowered Workforce.

Five performance goals were associated with this strategic objective 

in FY 2023:

1. Implement an updated training policy. Goal Met

2. Finalize a knowledge management strategy. Goal Not Met

3. Formalize at least two new partnerships with institutions or 

organizations to fill key training needs. Goal Met

4. Create career pathways for two to four priority positions. 

Goal Met

5. Launch the inaugural class for the apprenticeship program. 

Goal Not Met

The AOC met three of the five performance goals established for 

this strategic objective during FY 2023. The agency issued a policy 

memorandum updating the AOC training policy as an interim step 

in a more comprehensive update effort. The AOC also formalized 

two partnerships to assist in training needs by offering online 

learning opportunities. AOC Learn Percipio provides on-demand 

training material for topics such as technology applications, data 

analytics and digital automation. TPC provides training material on 

technical skills related to operations maintenance and safety such as 

custodial operations and building grounds and facility maintenance. 

The agency also created two career pathways for custodial and 

administrative job series in FY 2023, both priority positions. Due to 

a change in priority, the Aspiring Leaders Program was developed 

in place of the apprenticeship program. The Aspiring Leaders 

Program offers development opportunities to high-performing, 

nonsupervisory employees. Twenty-two employees formed the 

inaugural class in FY 2023.

The AOC did not finalize a knowledge management strategy during 

FY 2023. This effort requires resources that are currently unavailable to 

AOC University in its current staffing posture. The agency will continue 

to prioritize work under this strategic objective and will finalize the 

knowledge management strategy when resources are available. 

The FY 2023 Agency Strategic Performance Plan defined one strategic 

KPI to measure progress for this strategic objective. The KPI is an 

alternate form KPI and was established as an initial step in providing 

quantitative data to measure performance for this strategic objective. 

See Table 11. The strategic KPI: Percent of Courses With Participant 

Satisfaction Evaluations provides insight into the effectiveness of 

the agency’s efforts to collect qualitative data about the training 

curriculum. This fiscal year, the agency conducted course evaluations 

for 11 percent of the courses offered (38 of 327 courses). This 

percentage serves as a baseline for future years, with the target to 

increase the number of courses that include evaluations. 

Table 11. Strategic KPI Associated With the AOC University 

Strategic Objective

STRATEGIC KPI FY 2023 

TARGET

FY 2023 

RESULTS STATUS

Percent of Courses With 

Participant Satisfaction 

Evaluations

Establish 

Baseline

Baseline 

Established Target Met

BUILDING OFFICIAL

This strategic objective establishes the Building Official program as 

the centralized authority responsible for ensuring compliance with 

nationally recognized building codes, safety, industrial hygiene, 

fire and environmental regulations, and industry standards in all 

construction and infrastructure work at AOC-managed facilities, 

buildings and grounds. The Building Official serves as the main point 

of contact, providing guidance and oversight for addressing code 

requirements, preventing the risk of system failure and improving 

overall life safety across the Capitol campus. The Building Official’s 

primary responsibilities include implementing a uniform permitting 

process, maintaining a centralized data management system to track 

code compliance activities and providing independent verification 

of compliance with code requirements and standards. The Building 

Official is the final approving authority for building permits, 

certificates of completion and certificates of occupancy. This uniform 

approach enhances efficiency, ensures cost-effectiveness, reduces 

the need for rework, mitigates potential hazards and reduces risks 

to building occupants as well as the historic fabric and architecture 

across the Capitol campus.
SECTION TWO 77 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Four performance goals were associated with this strategic objective 

in FY 2023:

1. Pilot certificates of completion. Goal Met

2. Pilot issuing stakeholder inspection certificates. Goal Not Met

3. Begin routine issuance of building permits. Goal Not Met

4. Begin routine issuance of certificates of completion/occupancy. 

Goal Not Met

The AOC made significant progress toward implementing the Building 

Official program in FY 2023. In addition to the 13 pilot projects 

that were identified in FY 2022, the agency identified 12 new pilot 

projects in FY 2023 to continue testing and refining procedures and 

processes. Of the new pilot projects, the AOC completed the design 

review process for 10 and started the design reviews for one other at 

fiscal year-end. Other FY 2023 efforts associated with this strategic 

objective include the establishment of working groups to review 

and edit design standards that streamline and define authority for 

code oversight and create standard operating procedures to reduce 

procedural inefficiencies and risks. 

The pilot projects to issue stakeholder inspection certificates and 

routine issuance of building permits were not completed this fiscal 

year due to staffing challenges. However, the program hired three 

permanent employees and one detail position this fiscal year. The 

remaining positions were in various stages of the hiring process.

Four strategic KPIs measured progress against this strategic objective 

in FY 2023. See Table 12. Three KPIs measure accountability for the 

program and establish stakeholder expectations related to process 

flow and turnaround timelines. The fourth KPI demonstrates the 

AOC’s commitment to effective communication, transparency and 

continuous process improvement.

Table 12. Strategic KPIs Associated with the Building Official 

Strategic Objective

STRATEGIC KPI FY 2023 

TARGET

FY 2023 

RESULTS STATUS

Complete construction 

projects plan reviews 

within 14 working days

50% 83% Target Met

Complete requested 

inspections on agreed 

upon date (at least three 

days from formal request)

Complete 

Inspections

Inspections 

Completed Target Met

Provide inspection reports 

within three working 

days of performance of 

inspection

Provide 

Reports

Reports 

Provided Target Met

Publish annual report on 

quality, timeliness and 

lessons learned

Publish 

Report

Report 

Published Target Met

CULTUR AL BEHAVIORS TR ANSFORMATION 

This strategic objective is designed to strengthen the AOC’s core 

values, empower employee groups throughout the organization 

to practice those values to improve workplace climate and culture, 

drive employee satisfaction and engagement, and support a positive 

workplace. Implementation of this objective will help develop a 

culture that minimizes employee conflicts and disputes, reduces 

harassment and discrimination, enhances efficient operations and 

catapults the AOC into a “best place to work,” while providing an 

excellent customer experience. This objective aims to foster positive 

experiences by enabling employee engagement groups to drive the 

transformation process. Through learning and education, employees 

will master techniques for cultivating a healthy workplace culture 

and will consistently exhibit these principles through their actions, 

contributing to a respectful and valued work environment.

Three performance goals were associated with this strategic objective 

in FY 2023:

1. Provide facilitated sessions and workshops for at least 15 groups. 

Goal Met

2. Develop metrics to measure the Cultural Behaviors 

Transformation. Goal Not Met

3. Partner with the HCMD on leadership development and 

enhancement. Goal Met

In FY 2023, the AOC facilitated 47 employee groups and eight senior 

leadership team groups. Additionally, the AOC developed and 

facilitated an agencywide culture assessment and analyzed results in 

conjunction with Federal Employee Viewpoint Survey (FEVS) scores to 

assist in the development of agency strategic goals. 

There were no KPIs associated with this strategic objective in FY 2023. 

ENTERPRISE ASSE T MANAGEMENT 

This strategic objective is focused on implementation of a centralized 

EAM strategy. When fully implemented, EAM will optimize 

performance by eliminating redundancy, enhancing productivity 

and safety, improving reliability and reducing operating costs. EAM 

will provide important data and insight to inform decisions about 

operating, maintaining and renewing buildings, infrastructure 

and other assets. In addition, EAM will enable centralized asset 

monitoring, forecast resource requirements, translate risks into asset 

management plans and effectively prioritize condition-based facility 

maintenance. Importantly, EAM will support data-based decisions 

and identification of priorities to manage the $2.6 billion deferred 

maintenance and capital renewal backlog. 

The strategic objective supports responsible stewardship. It also 

positions the agency to identify and implement best practices under 

the International Standards Organization (ISO) 55001 standard of asset 

management. 
SECTION TWO 78 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Four performance goals were associated with this strategic objective 

in FY 2023: 

1. Finalize requirements development for EAM software tools 

through software pilot process. Goal Met

2. Jurisdictions within the scope of the asset management system 

will publish their Asset Management Plan (AMP). Goal Met

3. Obtain ISO certification for one eligible AOC system. 

Goal Not Met

4. Develop a cost baseline (FY 2022 costs) to measure cost savings of 

EAM program. Goal Met

In FY 2023, the AOC made significant progress toward all four 

performance goals. The EAM Steering Committee (EAMSC) was 

formally established to guide and oversee the asset management 

system, the Strategic Asset Management Plan (SAMP) and the 

agency’s progress toward ISO certification. In FY 2023, both a charter 

and policy to guide EAMSC governance were completed. The agency 

identified EAM software requirements, completed a software pilot 

process and made recommendations to the EAMSC regarding EAM 

software selection. In addition, jurisdictions within the scope of the 

asset management system completed and published their AMPs in FY 

2023. This includes completion and publishing the AMP for the John 

Adams Building (Library Buildings and Grounds). Triggers have been 

established to track AMP development based on implementation of 

the selected EAM software and completion of FCAs underway across 

the Capitol campus. 

The AOC completed stage one of the ISO 55001 audit for the 

Adams Building. The building is forecast to complete the ISO 55001 

certification process by the end of calendar year 2023. To measure 

and compare cost savings of the EAM program over time, the 

agency compiled cost baseline data for those jurisdictions that have 

completed their AMP, including the Adams Building.

In addition to these achievements, the agency accomplished other 

important milestones in FY 2023, including viability testing of the 

Multi-Objective Decision Analysis (MODA) for project prioritization. 

This is intended to improve the current project prioritization process. 

Fiscal Year 2024 objectives include developing a draft policy related 

to MODA and tracking the deferred maintenance and capital renewal 

backlog. The AOC also developed the scope and contract to develop 

a prototype system to identify and track the deferred maintenance 

and capital renewal backlog and expand the scope of the asset 

management system. The agency has also begun piloting software 

tools to manage FCA data and support capital planning. 

In FY 2023, the AOC completed assessments using the new Uniformat 

Level 5 FCA standards for the U.S. Capitol, Adams Building, Dirksen 

and Russell Senate Office Buildings, CVC, Packard Campus for AudioVisual Conservation, Fort Meade Collection Storage Facilities and 

Warehouses, Cannon Underground Garage, Longworth Underground 

Garage and the Longworth and O’Neill House Office Buildings. 

Additional Uniformat Level 5 FCAs assessed in FY 2023 included the 

Ford House Office Building, Capital Power Plant facilities, Library of 

Congress Special Services Facilities Center, Senate Employees’ Child 

Care Center and the 107 D Street Facility. 

Four strategic KPIs were measured for this strategic objective in FY 

2023. See Table 13. 

Table 13. Strategic KPIs Associated With the EAM Strategic 

Objective

STRATEGIC KPI FY 2023 

TARGET

FY 2023 

RESULTS STATUS

Jurisdictions within scope 

of the current Asset 

Management System 

publish AMPs and meet 

requirements prescribed 

in the SAMP

100% 100% Target Met

Complete ISO certification 

process and achieve 

ISO certification for one 

system

Complete 

Certification

Stage 1 audit 

completed, 

certification 

forecasted 

for end of 

calendar year 

2023

Target Not 

Met

Develop cost baseline 

report (FY 2022 costs)

Develop 

Report

Report 

Developed Target Met

Complete MODA 

pilot report findings, 

recommendations and 

draft policy document

Complete 

Report and 

Draft Policy

Report 

Completed 

and Policy 

Drafted

Target Met

HUMAN CAPITAL STRATEGY

This strategic objective is focused on optimizing the human capital 

capabilities for more effective realization of the mission, vision 

and strategic goals. Workforce trends impact the agency’s ability 

to recruit, develop and retain highly skilled staff. The federal 

government’s pay scales are noncompetitive compared to private 

sector options, and safety concerns related to the Capitol campus 

have intensified. A decline in trade school enrollments has diminished 

the available pool of candidates with the specialized skills needed for 

critical agency roles, including trade, artisan and crafts positions. The 

AOC also has an aging workforce, posing additional risks related to the 

loss of invaluable legacy knowledge that is essential for maintaining 

the Capitol campus.

This strategic objective addresses these challenges through proactive 

human capital planning, targeted recruitment outreach, expanded 

employee training and development opportunities, increased focus 

on talent retention strategies and the introduction of employee wellbeing programs. In FY 2023, the Human Capital Strategy continued to 

address skill gaps and ensure that the AOC attracts, hires, develops, 

retains, engages, promotes and rewards its employees through 
SECTION TWO 79 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

progressive strategies that support and advance the agency’s mission 

and goals.

Seven performance goals were associated with this strategic objective 

in FY 2023:

1. Begin to build career paths with required/recommended training. 

Goal Met

2. Expand the use and scope of the Architect’s Mobility Program to 

provide internship and apprenticeship opportunities for internal 

and external candidates. Goal Not Met

3. Establish Communities of Practice to support workforce and 

succession planning and identify internal advancement 

opportunities. Goal Met

4. Provide opportunities for employees to develop skills beyond their 

current positions. Goal Met

5. Implement and automate an enhanced performance management 

program. Goal Met

6. Establish a supervisory Community of Practice to provide coaching 

and mentoring opportunities. Goal Met

7. Increase wellness offerings that address the whole person. 

Goal Met

In FY 2023, the AOC made significant progress towards six of the 

seven goals. Career paths were identified, developed and finalized for 

the custodial and administrative job series. The job-related resource 

documents outline potential pathways to advancement for employees 

in these occupational series and provide detailed information on 

the competencies employees are expected to demonstrate at the 

early, mid and senior career levels of the professions. The agency 

also provided training and development activities to strengthen 

knowledge, skills and abilities in those competency areas, along with 

information about specific related internal and external opportunities 

that employees could discuss with supervisors. 

Additionally, the agency created new career ladder positions and 

detail opportunities for employees to build skills and fill critical 

workforce needs. To strengthen and diversify applicant pools, the 

AOC created new partnerships with educational institutions to recruit 

candidates for early career positions and internships. This included 

increasing outreach, hosting two in-person information sessions 

and participating in seven career fairs. These efforts paid off with 

82 summer interns participating in the FY 2023 summer program. 

The agency also developed new partnerships with 20 professional 

industry and diversity-based organizations to increase awareness of 

the agency mission and promote career opportunities. 

The AOC also expanded opportunities for employees to exchange 

knowledge and participate in professional development, education 

and training. During FY 2023, the agency developed and implemented 

the conceptual framework and infrastructure for Communities of 

Practice to bring together distributed trades and professions across 

the agency to share expertise, build knowledge and solve problems. 

In FY 2023, 11 new Communities of Practice were established, 

including a supervisory Community of Practice that provides 

coaching and mentoring opportunities, providing insights and 

support for strengthening the agency’s workforce and succession 

planning efforts. The Communities of Practice include both trade 

and professional occupations and provide employees with the 

opportunity to share their knowledge, collaborate on improvements 

and exchange ideas on workforce recruitment, development and 

retention efforts. Revision of the training policy eliminated jobrelated training requirements and effectively enabled employees to 

participate in training programs beyond their current positions. 

The AOC also significantly expanded professional development 

opportunities and access to ensure all employees have pathways to 

build skills and advance in their careers. During FY 2023, this included 

job rotation programs, agencywide details and targeted training to 

address agency skills gaps. 

During FY 2023, the AOC implemented a new performance 

management program and automated system. The new system 

facilitates a streamlined and enhanced performance management 

program, provides more meaningful evaluations and better aligns 

employee performance with the AOC’s mission, vision and core 

values. Throughout the year, the AOC conducted extensive training 

and support for employees and supervisors on the new program 

and automated system, created and communicated user guides 

and provided in-person and one-on-one employee and supervisor 

support in navigating the new system. 

The AOC also continued to prioritize employee wellness through 

the development and implementation of a comprehensive wellness 

program that addresses the whole person. This included delivery 

of 220 general wellness events encompassing various dimensions 

of health, such as financial literacy workshops, fitness challenges, 

mental health seminars, social well-being activities and occupational 

health sessions. In addition, the agency conducted eight dedicated 

wellness weeks, a series of nine wellness events aimed at maintaining 

employee well-being over the holidays, and a five-week summer 

wellness initiative. The AOC also developed a comprehensive wellness 

policy to ensure the continuity of wellness initiatives.

Nine strategic KPIs measured progress against this strategic objective 

in FY 2023. Accomplishments for these KPIs are presented in Table 14. 
SECTION TWO 80 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Table 14. Strategic KPIs Associated With the Human Capital 

Strategy Strategic Objective

STRATEGIC KPI FY 2023 

TARGET

FY 2023 

RESULTS STATUS

Time to Fill – Direct Hire 

Positions ≤50 days 45.6 days Target Met

Time to Fill – Competitive 

Positions ≤110 days 102.6 days Target Met

Internal Promotion Rate ≥8% 8.30% Target Met

Voluntary Turnover Rate ≤13% 7.23% Target Met

Average Cost Per Hire – 

Competitive Positions ≤$5,302 $5,685 Target Not Met

Employee Engagement Establish 

Baseline

72.8%

Baseline Target Met

Training Availability 

Satisfaction

Establish 

Baseline

72%

Baseline Target Met

Architect’s Mobility 

Program Positions 15 2 Target Not Met

Career Ladder and Detail 

Positions 25 29 Target Met

C APITOL COMPLE X MASTER PL AN AND 

STR ATEGIC PL AN 

This strategic objective is focused on creating an integrated and 

unified approach to physical and strategic planning. Currently, the 

agency’s composition promotes jurisdictional operations as disparate 

entities, resulting in missed synergies, diminished opportunities for 

innovation and a reactive approach to doing business. Establishing 

an enterprisewide, and integrated approach to physical and strategic 

planning will establish a shared future vision for the Capitol campus 

and align goals, priorities, decisions and resources around achieving 

that vision. 

The CCMP will provide a 20-year look ahead for the Capitol campus 

and project development. The Strategic Plan, currently under 

development, will establish enterprise-level guidance and direction 

through implementation of the Balanced Scorecard. Based on that 

alignment, the Strategic Plan will establish goals, priorities and 

resource allocation, with a five-year outlook. 

Four performance goals were associated with this strategic objective 

in the FY 2023:

1. Complete CCMP Phase 1. Goal Met

2. Initiate CCMP Phase 2. Goal Met

3. Publish a five-year Strategic Plan with updated KPIs and metrics. 

Goal Not Met

4. Publish the FY 2023 Performance Plan. Goal Not Met

The AOC met two of the four FY 2023 performance goals. The 

agency completed Phase 1 of the CCMP, which included extensive 

background and historical research, established the framework for 

the CCMP’s development, and identified initial high-level strategies. 

This effort engaged numerous agency stakeholders to document 

the Capitol campus’ history and evolution spanning a period of more 

than 200 years, and identified strengths, challenges, needs and future 

development opportunities. This active stakeholder involvement 

helped integrate valuable input and insights into the process and 

cultivated stakeholder engagement and commitment to implement 

the finalized plan.

Phases 2A and 2B of the CCMP were initiated in FY 2023 and will 

be completed in FY 2024. This second phase will identify future 

development recommendations for buildings under the House and 

Senate, Capitol Power Plant and U.S. Capitol Police jurisdictions, and 

provide a Capitol campuswide framework to guide future growth, 

resource efficiency and asset life extension for all assets under the 

AOC’s care and supervision. This includes roads, utilities, public spaces, 

landscape features and outdoor cultural resources. 

The AOC Bridge Strategic Plan covers the period from FY 2022 through 

FY 2025. During FY 2023, the AOC initiated efforts to develop the 

next five-year Strategic Plan. The AOC did not publish a Performance 

Plan in FY 2023, however, the agency tracked metrics included in 

the Bridge Strategic Plan. Several metrics were updated to support 

the agency’s transformation. The agency’s strategic focus in FY 

2023 was implementation of a Balanced Scorecard approach to 

strategic planning. 

There were no KPIs identified for this strategic objective for FY 2023.
SECTION TWO 81 Performance Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

This page is intentionally left blank.
SECTION THREE
SECTION THREE 83 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

SECTION THREE

Financial

Information

Overview

The Financial Information section includes the independent auditors’ 

reports, audited financial statements and notes and required 

supplementary information. 

Introducing the Principal Financial 

Statements

The AOC prepared its principal financial statements to report its 

financial position and results of operations. The statements and 

notes are prepared from the AOC’s books and records in accord 

with U.S. generally accepted accounting principles (GAAP) for the 

federal government and the OMB Circular A-136, Financial Reporting 

Requirements. The statements are in addition to financial reports 

prepared in accordance with U.S. Department of the Treasury 

directives to monitor and control the status and use of budgetary 

resources, which the AOC prepares from the same books and records. 

The statements should be read with the understanding that they are 

for a component of the U.S. government, a sovereign entity. Each 

statement is prepared on a comparative basis.

The Balance Sheet identifies the assets, liabilities and net position. 

Net position represents the net investment of the U.S. government in 

the AOC’s assets, less liabilities. 

The Statement of Net Cost provides the gross costs incurred by 

responsibility segment (AOC jurisdiction), net of any exchange or 

earned revenue from activities. The AOC prepares the net cost of 

operations using the proprietary basis of accounting and, unlike 

budgetary accounting, includes the cost of services provided by 

other entities, accruals and noncash expenses such as depreciation 

and amortization. 

The Statement of Changes in Net Position provides the 

beginning net position (unexpended appropriations and cumulative 

results of operations), the transactions that affected net position 

during the period and the ending net position. 

The Combined Statement of Budgetary Resources presents 

information on the budgetary basis of accounting, including the 

availability of budgetary resources and their status at year-end. 

Previous page: The AOC completed paint and plaster repairs in the second floor Senate Corridor at the U.S. Capitol this fiscal year.
SECTION THREE 84 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

DATE: November 21, 2023 

TO: Chere Rexroat, RA

Acting Architect of the Capitol

FROM: Christopher P. Failla, CIG, CFE

Inspector General

SUBJECT: Audit of Architect of the Capitol’s (AOC) Fiscal Year 2023 Financial

Statements (Audit Report OIG-AUD-2024-01) 

We contracted with the independent public accounting firm KPMG LLP (KPMG) to audit the 

financial statements of the AOC as of and for the fiscal year that ended September 30, 2023, to

provide reports on internal control over financial reporting, and on compliance and other matters. 

The contract required that the audit be performed in accordance with auditing standards 

generally accepted in the United States of America; the standards applicable to financial audits 

contained in Government Auditing Standards, issued by the Comptroller General of the United 

States; Office of Management and Budget Bulletin No. 24-01, Audit Requirements for Federal 

Financial Statements; the U.S. Government Accountability Office’s (GAO) Federal Information 

System Controls Audit Manual (FISCAM); and the GAO/Council of the Inspectors General on 

Integrity and Efficiency Financial Audit Manual. 

In its audit of the AOC, KPMG reported: 

• the financial statements are presented fairly, in all material respects, in accordance with

U.S. Generally Accepted Accounting Principles;

• no material weaknesses1

 in internal control over financial reporting;

• no reportable noncompliance issues with provisions of laws tested or other matters; and

• no information technology deficiencies that rose to the level of a significant deficiency or

material weakness based on audit work performed in accordance with FISCAM.

KPMG is responsible for the attached auditor’s report dated November 15, 2023, and the 

conclusions expressed therein. We do not express opinions on the AOC’s financial statements or 

internal control over financial reporting, or conclusions on compliance and other matters. 

1

 A material weakness is a deficiency, or combination of deficiencies, in internal control, such that there is a

reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or

detected and corrected, on a timely basis.

Office of Inspector General

Fairchild Bldg.

499 S. Capitol St., SW, Suite 518

Washington, D.C. 20515 United States Government

202.593.1948

www.aoc.gov MEMORANDUM

Inspector General Transmittal
SECTION THREE 85 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

If you have any questions or wish to discuss this report, please contact Sharmaine Carter at 

202.538.1830 or Sharmaine.Carter@aoc.gov. 

Distribution List:

Hajira Shariff, AOC Liaison to the OIG 

Joseph Campbell, Acting Chief Financial Officer

Brian Kohler, Director, Business Services

Joseph DiPietro, Chief of Operations 

Angela Freeman, Acting General Counsel

Thomas Costello, Acting Deputy Chief Engineer 

Valerie Hasberry, Chief Security Officer

Robert Bell, Chief Information Officer 

James Kaufmann, Director, Capitol Grounds & Arboretum 

Michael Lewis, Supervisory Engineer, Library Buildings and Grounds 

Stephanie Jones, Supervisory Engineer, Senate Office Buildings 

Mark Reed, Superintendent, U.S. Capitol Building 

Barron Dill, Supervisory General Engineer, House Office Buildings 

Danezza Quintero, Deputy Director, Office of Safety and Code Compliance 

Trav Thiesse, Assistant Facilities Manager, Supreme Court Buildings and Grounds 

Susan Pell, Executive Director, U.S. Botanic Garden 

Fay Ott, Acting Chief Executive Officer for Visitor Services

Christopher Potter, Director, Utilities and Power Plant Operations

Inspector General Transmittal (continued)
SECTION THREE 86 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KPMG LLP

Suite 12000

1801 K Street, NW

Washington, DC 20006

KPMG LLP, a Delaware limited liability partnership and a member firm of 

the KPMG global organization of independent member firms affiliated with 

KPMG International Limited, a private English company limited by guarantee. 

Independent Auditors’ Report

Inspector General of the Architect of the Capitol

Architect of the Capitol:

Report on the Audit of the Financial Statements

Opinion

We have audited the financial statements of the Architect of the Capitol (AOC), which comprise the balance 

sheets as of September 30, 2023 and 2022, and the related statements of net costs, changes in net position, 

and combined statements of budgetary resources for the years then ended, and the related notes to the

financial statements.

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial 

position of the AOC as of September 30, 2023 and 2022, and its net costs, changes in net position, and

budgetary resources for the years then ended in accordance with U.S. generally accepted accounting 

principles.

Basis for Opinion 

We conducted our audits in accordance with auditing standards generally accepted in the United States of 

America (GAAS), the standards applicable to financial audits contained in Government Auditing Standards,

issued by the Comptroller General of the United States, and Office of Management and Budget (OMB) Bulletin 

No. 24-01, Audit Requirements for Federal Financial Statements. Our responsibilities under those standards 

and OMB Bulletin No. 24-01 are further described in the Auditors’ Responsibilities for the Audit of the Financial 

Statements section of our report. We are required to be independent of the AOC and to meet our other ethical 

responsibilities, in accordance with the relevant ethical requirements relating to our audits. We believe that the 

audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Other Matter - Interactive Data

Management has elected to reference to information on websites or other forms of interactive data outside the 

Performance and Accountability Report to provide additional information for the users of its financial 

statements. Such information is not a required part of the financial statements or supplementary information 

required by the Federal Accounting Standards Advisory Board. The information on these websites or the other 

interactive data has not been subjected to any of our auditing procedures, and accordingly we do not express 

an opinion or provide any assurance on it.

Responsibilities of Management for the Financial Statements 

Management is responsible for the preparation and fair presentation of the financial statements in accordance 

with U.S. generally accepted accounting principles, and for the design, implementation, and maintenance of 

internal control relevant to the preparation and fair presentation of financial statements that are free from 

material misstatement, whether due to fraud or error. 

Auditors’ Responsibilities for the Audit of the Financial Statements 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free 

from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our 

opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not 

Independent Auditors’ Report
SECTION THREE 87 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

2

a guarantee that an audit conducted in accordance with GAAS, Government Auditing Standards, and OMB 

Bulletin No. 24-01 will always detect a material misstatement when it exists. The risk of not detecting a material 

misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, 

forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are 

considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence 

the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with GAAS, Government Auditing Standards, and OMB Bulletin No. 24-

01, we: 

• Exercise professional judgment and maintain professional skepticism throughout the audit.

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or

error, and design and perform audit procedures responsive to those risks. Such procedures include

examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are

appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of

the AOC’s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting

estimates made by management, as well as evaluate the overall presentation of the financial statements.

We are required to communicate with those charged with governance regarding, among other matters, the 

planned scope and timing of the audit, significant audit findings, and certain internal control related matters that 

we identified during the audit. 

Required Supplementary Information

U.S. generally accepted accounting principles require that the information in the Management’s Discussion and 

Analysis and Required Supplementary Information sections be presented to supplement the basic financial 

statements. Such information is the responsibility of management and, although not a part of the basic financial 

statements, is required by the Federal Accounting Standards Advisory Board who considers it to be an 

essential part of financial reporting for placing the basic financial statements in an appropriate operational, 

economic, or historical context. We have applied certain limited procedures to the required supplementary 

information in accordance with GAAS, which consisted of inquiries of management about the methods of 

preparing the information and comparing the information for consistency with management’s responses to our 

inquiries, the basic financial statements, and other knowledge we obtained during our audits of the basic

financial statements. We do not express an opinion or provide any assurance on the information because the 

limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.

Other Information

Management is responsible for the other information included in the Performance and Accountability Report.

The other information comprises the Table of Contents, Introduction, The Year in Photos, Section Two: 

Performance Information, Section Three: Financial Information Overview, Introducing the Principal Financial 

Statements, Inspector General Transmittal, Architect of the Capitol’s Response to the Inspector General, 

Section Four: Other Information, Appendices, the Websites and Media Platforms, Capitol Highlights, and 

Infographics but does not include the financial statements and our auditors’ report thereon. Our opinion on the 

financial statements does not cover the other information, and we do not express an opinion or any form of 

assurance thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and 

consider whether a material inconsistency exists between the other information and the financial statements, or 

the other information otherwise appears to be materially misstated. If, based on the work performed, we 

Independent Auditors’ Report (continued)
SECTION THREE 88 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

3

conclude that an uncorrected material misstatement of the other information exists, we are required to describe 

it in our report.

Report on Internal Control Over Financial Reporting

In planning and performing our audit of the financial statements as of and for the year ended September 30,

2023, we considered the AOC’s internal control over financial reporting (internal control) as a basis for 

designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion 

on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the AOC’s 

internal control. Accordingly, we do not express an opinion on the effectiveness of the AOC’s internal control. 

We did not test all internal controls relevant to operating objectives as broadly defined by the Federal 

Managers’ Financial Integrity Act of 1982.

A deficiency in internal control exists when the design or operation of a control does not allow management or 

employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, 

misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in 

internal control, such that there is a reasonable possibility that a material misstatement of the AOC’s financial 

statements will not be prevented, or detected and corrected, on a timely basis. A significant deficiency is a 

deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet 

important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph of this section 

and was not designed to identify all deficiencies in internal control that might be material weaknesses or 

significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal 

control that we consider to be material weaknesses. However, material weaknesses or significant deficiencies 

may exist that were not identified.

Report on Compliance and Other Matters

As part of obtaining reasonable assurance about whether the AOC’s financial statements as of and for the year

ended September 30, 2023 are free from material misstatement, we performed tests of its compliance with 

certain provisions of laws, regulations, and contracts, noncompliance with which could have a direct and 

material effect on the financial statements. However, providing an opinion on compliance with those provisions 

was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests 

disclosed no instances of noncompliance or other matters that are required to be reported under Government 

Auditing Standards or OMB Bulletin No. 24-01.

We also performed tests of the AOC’s compliance with certain provisions referred to in Section 803(a) of the 

Federal Financial Management Improvement Act of 1996 (FFMIA). Providing an opinion on compliance with 

FFMIA was not an objective of our audit, and accordingly, we do not express such an opinion. The results of 

our tests disclosed no instances in which the AOC’s financial management systems did not substantially 

comply with the (1) Federal financial management systems requirements, (2) applicable Federal accounting 

standards, and (3) the United States Government Standard General Ledger at the transaction level.

Purpose of the Reporting Required by Government Auditing Standards

The purpose of the communication described in the Report on Internal Control Over Financial Reporting and 

the Report on Compliance and Other Matters sections is solely to describe the scope of our testing of internal 

control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the 

AOC’s internal control or compliance. Accordingly, this communication is not suitable for any other purpose.

Washington, D.C,

November 15, 2023

Independent Auditors’ Report (continued)
SECTION THREE 89 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Architect of the Capitol’s Response 

to the Inspector General
SECTION THREE 90 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Financial Statements

Architect of the Capitol

BALANCE SHEET

As of September 30, 2023 and 2022 ($ in Thousands)

2023 2022

ASSETS (Note 2)

Intragovernmental

Fund Balance with Treasury (Note 3) $ 1,612,659 $ 1,284,061

Investments (Note 5) 10,318 10,262

Accounts Receivable, Net (Note 6) 598 646 

Advances and Prepayments (Note 10) 285,566 4,799

Total Intragovernmental $ 1,909,141 $ 1,299,768

Other than Intragovernmental

Cash and Other Monetary Assets (Note 4) $ 53 $ 37

Accounts Receivable, Net (Note 6) 650 275 

Inventory and Related Property, Net (Note 7) 982 767

General Property, Plant and Equipment, Net (Note 8) 2,675,467 2,649,759

Advances and Prepayments (Note 10) 4 2

Investments (Note 5) 11,258 10,798

Total Other than Intragovernmental $ 2,688,414 $ 2,661,638

TOTAL ASSETS $ 4,597,555 $ 3,961,406

Stewardship PP&E (Note 9)

LIABILITIES: (Note 11)

Intragovernmental

Accounts Payable $ 2,326 $ 3,033

Advances From Others and Deferred Revenue (Note 10) 39,423 25,707

Other Liabilities (Note 14) 7,327 7,517

Total Intragovernmental $ 49,076 $ 36,257

Other than Intragovernmental

Accounts Payable $ 83,514 $ 76,065

Federal Debt and Interest Payable (Note 12) 16,892 31,864

Federal Employee and Veteran Benefits Payable 60,265 65,370

Environmental and Disposal Liabilities (Note 13) 271,197 183,422 

Other Liabilities (Note 14) 82,437 86,818

Total Other than Intragovernmental $ 514,305 $ 443,539

TOTAL LIABILITIES $ 563,381 $ 479,796

Commitments and Contingencies (Note 16)

NET POSITION

Total Unexpended Appropriation (Consolidated) $ 1,633,124 $ 1,038,109

Total Cumulative Results of Operations (Consolidated) 2,401,050 2,443,501

TOTAL NET POSITION $ 4,034,174 $ 3,481,610

TOTAL LIABILITIES AND NET POSITION $ 4,597,555 $ 3,961,406

The accompanying footnotes are an integral part of these financial statements.
SECTION THREE 91 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Architect of the Capitol

STATEMENT OF NET COST

For the Years Ended September 30, 2023 and 2022 ($ in Thousands)

PROGRAM COSTS 2023 2022

Capital Construction and Operations

Gross Costs $ 145,408 $ 148,484

Less: Earned Revenue (828) (718)

Net Program Costs 144,580 147,766 

Capitol Building

Gross Costs 78,318 64,899

Less: Earned Revenue (385) (396)

Net Program Costs 77,933 64,503

Capitol Grounds and Arboretum

Gross Costs 20,824 17,503

Less: Earned Revenue (85) (17)

Net Program Costs 20,739 17,486

Capitol Police Buildings, Grounds and Security

Gross Costs 54,254 48,593

Less: Earned Revenue (1,642) (1,781)

Net Program Costs 52,612 46,812

Capitol Power Plant

Gross Costs 120,365 141,265

Less: Earned Revenue (9,943) (9,567)

Net Program Costs 110,422 131,698

House Office Buildings

Gross Costs 191,609 129,303

Less: Earned Revenue (750) (7,415)

Net Program Costs 190,859 121,888

Library Buildings and Grounds

Gross Costs 70,789 55,427

Less: Earned Revenue (3,565) (5,274)

Net Program Costs 67,224 50,153

Senate Office Buildings

Gross Costs 109,989 98,114

Less: Earned Revenue (90) (3,789)

Net Program Costs 109,899 94,325

Supreme Court Building and Grounds

Gross Costs 47,484 50,170

Less: Earned Revenue (38,361) (52,988)

Net Program Costs (Revenues) 9,123 (2,818)

U.S. Botanic Garden

Gross Costs 18,922 17,431

Less: Earned Revenue (2) —

Net Program Costs 18,920 17,431

U.S. Capitol Visitor Center

Gross Costs 32,472 17,600

Less: Earned Revenue (7,186) (1,732)

Net Program Costs 25,286 15,868

NET COST OF OPERATIONS (Note 23) $ 827,597 $ 705,112

The accompanying footnotes are an integral part of these financial statements.
SECTION THREE 92 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Architect of the Capitol

STATEMENT OF CHANGES IN NET POSITION

For the Years Ended September 30, 2023 and 2022 ($ in Thousands)

2023 2022

UNEXPENDED APPROPRIATIONS

Beginning Balance $ 1,038,109 $ 1,063,173

Appropriations Received (Note 19) $ 1,344,248 $ 788,330

Other Adjustments (3,939) (3,025)

Appropriations Used (745,294) (810,369)

Net Change in Unexpended Appropriations $ 595,015 $ (25,064)

Total Unexpended Appropriations, Ending $ 1,633,124 $ 1,038,109

CUMULATIVE RESULTS OF OPERATIONS

Beginning Balance $ 2,443,501 $ 2,310,104

Appropriations Used $ 745,294 $ 810,369

Non-Exchange Revenue 468 50 

Transfers In/(Out) Without Reimbursement 12 1,135

Imputed Financing (Note 17) 39,372 26,955

Net Cost of Operations (827,597) (705,112)

Net Change in Cumulative Results of Operations $ (42,451) $ 133,397

Cumulative Results of Operations, Ending $ 2,401,050 $ 2,443,501

NET POSITION $ 4,034,174 $ 3,481,610

The accompanying footnotes are an integral part of these financial statements.
SECTION THREE 93 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Architect of the Capitol

COMBINED STATEMENT OF BUDGETARY RESOURCES

For the Years Ended September 30, 2023 and 2022 ($ in Thousands)

2023 2022

BUDGETARY RESOURCES

Unobligated Balance from Prior Year Budget Authority, Net (Discretionary and Mandatory) (Note 20) $ 501,857 $ 849,209

Appropriations (Discretionary and Mandatory) (Note 19) 1,344,302 788,347 

Borrowing Authority (Discretionary and Mandatory) 2,283 3,507 

Spending Authority from Offsetting Collections (Discretionary and Mandatory) 63,961 68,492 

Total Budgetary Resources $ 1,912,403 $ 1,709,555

STATUS OF BUDGETARY RESOURCES

New Obligations and Upward Adjustments (Total) $ 948,650 $ 1,242,031

Unobligated Balance, End of Year

Exempt from Apportionment, Unexpired Accounts 930,192 435,852

Unexpired Unobligated Balance, End of Year 930,192 435,852

Expired Unobligated Balance, End of Year (Note 3) 33,561 31,672

Unobligated Balance, End of Year (Total) 963,753 467,524

Total Budgetary Resources $ 1,912,403 $ 1,709,555

OUTLAYS, NET

Outlays, Net (Total) (Discretionary and Mandatory) 996,756 738,065

Agency Outlays, Net (Discretionary and Mandatory) (Note 23) $ 996,756 $ 738,065

The accompanying footnotes are an integral part of these financial statements.
SECTION THREE 94 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

ARCHITECT OF THE CAPITOL

Notes to the Financial Statements

For the Periods Ended September 30, 2023, and 2022

NOTE 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES ..........................................................................................................................................................95

A. Reporting Entity .....................................................................................................................................................................................................................95

B. Basis of Accounting and Presentation ..............................................................................................................................................................................95

C. Fund Balance with Treasury ................................................................................................................................................................................................95

D. Accounts Receivable .............................................................................................................................................................................................................95

E. Investments.............................................................................................................................................................................................................................95

F. Advances to Others and Prepayments .............................................................................................................................................................................96

G. Trust and Revolving Funds ..................................................................................................................................................................................................96

H. Recognition of Financing Sources.....................................................................................................................................................................................97

I. Operating Materials and Supplies.....................................................................................................................................................................................98

J. Inventory..................................................................................................................................................................................................................................98

K. Public-Private Partnerships.................................................................................................................................................................................................98

L. General Property, Plant and Equipment, Net..................................................................................................................................................................98

M. Stewardship Property, Plant and Equipment..................................................................................................................................................................98

N. Liabilities..................................................................................................................................................................................................................................99

O. Personnel Compensation and Benefits............................................................................................................................................................................99

P. Statement of Net Cost........................................................................................................................................................................................................ 100

Q. Budgetary Terms................................................................................................................................................................................................................. 100

R. Use of Estimates.................................................................................................................................................................................................................. 100

S. Classified Activities............................................................................................................................................................................................................. 100

NOTE 2: NON-ENTITY ASSETS ................................................................................................................................................................................................................101

NOTE 3: FUND BALANCE WITH TREASURY..........................................................................................................................................................................................101

NOTE 4: CASH AND OTHER MONETARY ASSETS ................................................................................................................................................................................101

NOTE 5: INVESTMENTS.............................................................................................................................................................................................................................102

NOTE 6: ACCOUNTS RECEIVABLE, NET..................................................................................................................................................................................................103

NOTE 7: INVENTORY AND RELATED PROPERTY, NET.........................................................................................................................................................................103

NOTE 8: GENERAL PROPERTY, PLANT AND EQUIPMENT, NET........................................................................................................................................................ 104

NOTE 9: STEWARDSHIP PP&E .................................................................................................................................................................................................................105

NOTE 10: ADVANCES, PREPAYMENTS, AND DEFERRED REVENUE ................................................................................................................................................... 106

NOTE 11: LIABILITIES NOT COVERED BY BUDGETARY RESOURCES..................................................................................................................................................107

NOTE 12: FEDERAL DEBT AND INTEREST PAYABLE ..............................................................................................................................................................................108

NOTE 13: ENVIRONMENTAL AND DISPOSAL LIABILITIES....................................................................................................................................................................108

NOTE 14: OTHER LIABILITIES.....................................................................................................................................................................................................................109

NOTE 15: LEASES .........................................................................................................................................................................................................................................110

NOTE 16: COMMITMENTS AND CONTINGENCIES................................................................................................................................................................................. 111

NOTE 17: IMPUTED FINANCING................................................................................................................................................................................................................112

NOTE 18: NET COST OF OPERATIONS RELATED TO PAYROLL ............................................................................................................................................................113

NOTE 19: RECONCILIATION OF SCNP APPROPRIATIONS TO SBR ......................................................................................................................................................113

NOTE 20: STATEMENT OF BUDGETARY RESOURCES—UNOBLIGATED BALANCE BROUGHT FORWARD, OCTOBER 1 ..........................................................114

NOTE 21: UNDELIVERED ORDERS AT THE END OF THE PERIOD........................................................................................................................................................114

NOTE 22: EXPLANATION OF DIFFERENCES BETWEEN THE COMBINED STATEMENT OF 

BUDGETARY RESOURCES AND THE BUDGET OF THE UNITED STATES GOVERNMENT ...............................................................................................115

NOTE 23 RECONCILIATION OF NET COST TO NET OUTLAYS .............................................................................................................................................................115

NOTE 24 COVID-19 ACTIVITY ...................................................................................................................................................................................................................118
SECTION THREE 95 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 1

Summary of Significant 

Accounting Policies

A. Reporting Entity

The Architect of the Capitol (AOC) is an agency within the legislative 

branch of the federal government. Initially authorized by Congress to 

provide “suitable buildings and accommodations for the Congress of 

the United States,” its role has expanded to include responsibility for the 

maintenance, operation, development, and preservation of the Capitol 

Building, Capitol Grounds and Arboretum, Capitol Police Buildings, 

Grounds, and Security, House Office Buildings, Library Buildings and 

Grounds, Senate Office Buildings, Supreme Court Buildings and Grounds, 

Capitol Power Plant, U.S. Botanic Garden (USBG), and U.S. Capitol Visitor 

Center (CVC).

The AOC is also responsible for:

 Supporting Congress during official national events (e.g., 

Presidential inaugural ceremonies) held at the Capitol or on the 

Capitol Grounds and Arboretum;

 Providing steam and chilled water to the Supreme Court, Thurgood 

Marshall Federal Judiciary Building (Thurgood Marshall Building), 

Union Station, and the Folger Shakespeare Library, and steam-only 

to the Government Publishing Office (GPO) and the Postal Square 

building, and;

 Providing educational programs and guide services to visitors at the CVC 

and USBG

Some of the assets and liabilities reported by the AOC may be 

eliminated from governmentwide reports because they are offset by 

assets and liabilities of another U.S. government entity. These financial 

statements should be read with the realization that they are for a 

component of the U.S. government, a sovereign entity. 

B. Basis of Accounting and Presentation

As a legislative branch agency, the AOC is not required to follow 

the accounting standards promulgated by the Federal Accounting 

Standards Advisory Board (FASAB). Also, the AOC has not formally 

adopted the Government Management and Reform Act of 

1994, the Federal Managers Financial Integrity Act of 1982, the

Federal Financial Management Improvement Act of 1996, or the 

Government Performance and Results Modernization Act of 2010, 

as these apply only to executive branch agencies. Nonetheless, 

the AOC refers to these regulations as a general guide for best 

practices and incorporates them into its financial management 

practices, as appropriate. Also, the AOC has adopted U.S. Generally 

Accepted Accounting Principles (GAAP) for financial reporting in a 

manner consistent with other federal agencies. Therefore, the AOC’s 

financial statements have been prepared in conformity with GAAP 

as promulgated by FASAB. The American Institute of Certified Public 

Accountants (AICPA) recognizes FASAB standards as GAAP for federal 

reporting entities. 

The AOC records both proprietary and budgetary accounting 

transactions. Following the accrual method of accounting, revenues 

are recognized when earned and expenses are recognized when 

incurred, without regard to the actual collection or payment of cash.

Federal budgetary accounting recognizes the obligation and use 

of available budget authority and other fund resources upon the 

establishment of a properly documented legal obligation. The 

recognition of budgetary accounting transactions is essential for 

compliance with legal controls over the use of federal funds and for 

compliance with appropriations law.

C. Fund Balance with Treasury

The AOC maintains most available fund balances with Treasury. Fund 

Balance with Treasury (FBWT) represents the unexpended balances 

of expenditure and receipt accounts (see Note 3). Budget authority, 

receipts and disbursements are processed by Treasury, and the 

AOC’s records are reconciled with those accounts on a regular basis. 

In addition to the FBWT, the AOC also has other cash deposits and 

investments that are held in accounts outside of Treasury, as described 

in Notes 4 and 5, respectively

FBWT is an asset of the AOC and a liability of the General Fund of 

the Government. The amount represents commitments by the 

Government to provide resources for particular programs, but does 

not represent net assets to the Government as a whole. 

When the AOC (like other reporting entities) seeks to use FBWT 

to liquidate budgetary obligations, Treasury will finance the 

disbursements in the same way it finances all other disbursements, 

using some combination of budget authority, collections and other 

inflows, and borrowing from the public (if there is a budget deficit).

D. Accounts Receivable

The AOC’s receivables may include, but are not limited to amounts due 

for steam and chilled water provided to other entities, food service 

commissions from operations at the CVC and Senate restaurants, flagflying fees and employees’ payroll-related debt. If applicable, accounts 

receivable from federal (intragovernmental) and nonfederal sources 

may be reduced to net realizable value by the Allowance for Doubtful 

Accounts, which is based on management’s review of outstanding 

receivables (see Note 6). 

The AOC is legislatively authorized to retain a predetermined amount 

of steam and chilled water reimbursements to cover current year 

obligations. Any receivable (and subsequent collection) over the 

predetermined amount (congressional cap) is a non-entity asset that 

is credited to Treasury’s Miscellaneous Receipts account.

E. Investments

All investments are reported at their acquisition (par) value, net of 

amortized premiums and discounts, as it is the AOC’s intent to hold 

long term investments to maturity. Purchases and sales of investments 

are recorded as of the trade date. Investment income is reported when 

earned. The market value of an investment is the market value at the 

end of the current reporting period.
SECTION THREE 96 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Intragovernmental (Investments Held with Treasury)

The Capitol Visitor Center Act of 2008 (2 U.S.C. § 2201 et seq.) allows 

for proceeds from the sale of the CVC Gift Shops’ inventory, restaurant 

commissions and miscellaneous collections from the CVC Gift Shops 

to be invested in government securities through the Bureau of the 

Fiscal Service’s webbased application, FedInvest. By law, interest 

income is credited to the fund. 

Other than Intragovernmental (Investments Held 

Outside Treasury)

The AOC has funds invested by a trustee outside of Treasury as a 

result of financing the construction of the Thurgood Marshall Building 

in 1989 (see Note 1N). Congress did not appropriate funds for the 

construction of the building but, instead, authorized the use of 

private financing to cover its cost. Proceeds from the private financing 

were deposited into two funds, the Project Fund and the Operating 

Reserve Fund, to cover the costs of the construction project. In 2007, 

the Project Fund balance was transferred to the Operating Reserve 

Fund. The Operating Reserve Fund is held outside the Treasury by 

the trustee and, at the AOC’s direction, the funds are invested and 

disbursed. The balance in the Operating Reserve Fund is held in 

reserve for future needs of the building (e.g., roof replacement or 

other major renovation) (see Note 5). 

F. Advances to Others and Prepayments

Advances to others and Prepayments consist of amounts advanced by 

the AOC to other federal trading partners for services to be provided 

under interagency agreements and employee travel advances (nonfederal), if applicable (see Note 10).

G. Trust and Revolving Funds

Trust and Special Funds

The AOC has stewardship responsibility for one trust fund account, the 

National Garden Trust Fund, and one special fund account, the Capitol 

Trust Account. 

The National Garden Trust Fund is subject to the direction of the 

Congressional Joint Committee on the Library and was established to 

accept gifts or bequests of money, plant material, and other property 

on behalf of the USBG. While this trust fund account still exists, it has a 

zero balance and is inactive. 

The Capitol Trust Account was established pursuant to Public Law 

(P.L.) 113-76. The balance in this fund consists of permit fees collected 

by the United States Capitol Police (USCP) to cover cleanup and other 

costs incurred by the AOC as a result of commercial activity that is 

conducted in the area known as Union Square. Funds in this account 

are available for maintenance, improvements, and other Union Square 

projects subject to the approval of the Committees of the House of 

Representatives and Senate.

Revolving Funds

The AOC has stewardship responsibility for seven revolving funds to 

account for various programs and operations. Each of these funds is a 

distinct fiscal and accounting entity that accounts for cash and other 

financial resources together with all related liabilities and equities. 

These revolving funds are:

 House (of Representatives) Gymnasium Revolving Fund

 Senate Health and Fitness Facility Revolving Fund

 Senate Restaurant Revolving Fund

 Judiciary Office Building Development and Operations Fund

 CVC Revolving Fund

 Recyclable Materials Revolving Fund, and

 Flag Office Revolving Fund

The House (of Representatives) Gymnasium Revolving Fund was 

established in the Treasury for the AOC to deposit dues paid by 

members and other authorized users of the House of Representatives 

Wellness Center. The AOC may expend fund amounts to pay for the 

operation of the facility.

The Senate Health and Fitness Facility Revolving Fund was established 

to deposit membership dues collected from authorized users of the 

Senate Health and Fitness Facility and proceeds from the AOC’s Senate 

recycling program. The AOC, subject to the approval of the Senate 

Committee on Appropriations, may expend fund amounts to pay for 

the preservation and maintenance of the facility. 

The Senate Restaurant Revolving Fund was established in 1961 for 

the operation of the Senate restaurants. In 2008, the AOC transferred 

control of the Senate restaurants to a private vendor, while retaining 

its accounting functions. Following the transfer, the revolving fund is 

no longer used for the operation of the restaurants, but the account 

still exists for activities resulting from the conversion and continuing 

maintenance of the restaurants. Upon approval by the Senate 

Committee on Rules and Administration, available balances may be 

increased via transfers in from the U.S. Senate to the AOC, as needed.

The Judiciary Office Building Development and Operations Fund 

is used to pay expenses related to the structural, mechanical, and 

domestic care, maintenance, operation, and utilities of the Thurgood 

Marshall Building. The fund includes an investment that is held 

outside Treasury with The Bank of New York Mellon, via a Trust 

Agreement established to finance the construction of the Thurgood 

Marshall Building.

The CVC Revolving Fund is used to administer funds from the sale of 

the Gift Shops’ inventory, the deposit of miscellaneous receipts from 

the CVC Gift Shops, commissions paid to the CVC for food service 

operations and any fees collected from other functions within the CVC 

facility. This business-type revolving fund is invested in government 

securities through the Bureau of the Fiscal Service.
SECTION THREE 97 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Recyclable Materials Revolving Fund was established to collect 

the proceeds from the sale of recyclable materials from across the 

AOC (excluding the Senate, which pursuant to 2 U.S.C. § 2026 (b) (2), 

deposits such funds in the Senate Health and Fitness Facility Revolving 

Fund). Available funds in this account may be used to carry out 

recycling programs or other programs that promote energy savings at 

the AOC.

The Flag Office Revolving Fund was established pursuant to P.L. 115-31 

for services provided by the AOC Flag Office. The balance in this fund 

consists of flag fees collected by the Flag Office and is available for the 

Flag Office’s expenses, including: 

 Supplies, inventories, equipment, and other expenses

 Reimbursement of any applicable appropriations account for 

amounts used from such appropriations account to pay the salaries 

of employees of the Flag Office

 Amounts necessary to carry out the authorized levels in the Fallen 

Heroes Flag Act of 2016

Funds from Dedicated Collections

Statements of Federal Accounting Standards (SFFAS) No. 27 

Identifying and Reporting Funds from Dedicated Collections, as 

amended by SFFAS No. 43, Dedicated Collections: Amending SFFAS 

No. 27, Identifying and Reporting Funds, defines funds from dedicated 

collections as financed by specifically identified revenues, provided to 

the government by nonfederal sources, often supplemented by other 

financing sources, which remain available over time. These specifically 

identified revenues and other financing sources are required by 

statute to be used for designated activities, benefits, or purposes, 

and must be accounted for separately from the government’s general 

revenues. As of the current reporting period, there are no AOC funds 

that meet the criteria for funds from dedicated collections.

H. Recognition of Financing Sources

Appropriations

The AOC receives funding to support its programs through 

appropriations and offsetting collections authorized by Congress. 

Funding for operating and capital expenditures is received as annual, 

multi-year, and no-year appropriations. This includes funding 

provided in the Coronavirus Aid, Relief, and Economic Security Act 

(CARES Act), under the Capital Construction and Operations (CCO) 

account as well as other emergency supplemental appropriations. 

The appropriations that the AOC manages are listed below. Inactive 

funds are included below for full disclosure. 

APPROPRIATION TITLE ACTIVE FUNDS INACTIVE FUNDS

Capitol Building

Capitol Building Alterations and Improvements 

to Provide Facilities for the 

Flag Office Revolving Fund Physically Handicapped

Capitol Grounds and Arboretum Capitol Grounds and Arboretum West Central Front

Capitol Trust Account (Union Square)

Capitol Police Buildings, Grounds and Security Capitol Police Buildings, Grounds and Security

Capital Construction and Operations Capital Construction and Operations Congressional Cemetery Recyclable Materials Revolving Fund

House Office Buildings

House Office Buildings

House Office Buildings Fund

House of Representatives Gymnasium Revolving Fund

House Historic Buildings Revitalization Trust Fund

Library Buildings and Grounds Library Buildings and Grounds

Senate Office Buildings

Senate Office Buildings

Senate Health and Fitness Facility Revolving Fund

Senate Restaurant Revolving Fund

Capitol Power Plant Capitol Power Plant

U.S. Botanic Garden Botanic Garden National Garden

U.S. Capitol Visitor Center U.S. Capitol Visitor Center

U.S. Capitol Visitor Center Revolving Fund

Supreme Court Building and Grounds

Supreme Court

Judiciary Office Building Development and Operations Fund
SECTION THREE 98 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

As a component of the governmentwide reporting entity, the 

AOC is subject to the federal budget process, which involves 

appropriations that are provided annually and appropriations that 

are provided on a permanent basis. The financial transactions that 

are supported by budgetary resources, which include appropriations, 

are generally the same transactions reflected in the agency and the 

governmentwide financial reports. These budgetary resources reflect 

past congressional actions that enable the AOC to incur budgetary 

obligations in a given year. Budgetary obligations are legal obligations 

for goods, services, or amounts to be paid based on statutory 

provisions (e.g., employee benefits).

Imputed Financing (and related Imputed Costs)

Consistent with SFFAS No. 4, the AOC incorporates the full cost of 

goods and services received from other federal entities in its financial 

statements. Certain costs of the providing entity may not be fully 

reimbursed by the AOC. The unreimbursed portion of these costs 

is recognized as imputed costs and are included in the operating 

amounts reported on the Statement of Net Cost (SNC). The imputed 

costs are offset by imputed financing sources and are reported on 

the face of the Statement of Changes in Net Position (SCNP). Such 

imputed costs and financing sources include employee benefits; legal 

case settlement payments (if applicable); and projects performed by 

another federal agency on AOC’s behalf (see Note 1.O. and Note 17). 

However, unreimbursed costs of goods and services other than those 

identified above are not included in our financial statements.

I. Operating Materials and Supplies

The AOC’s materials and supplies consist of tangible personal property 

consumed during normal operations. Per SFFAS No. 3, Accounting 

for Inventory and Related Property, operating materials and supplies 

are recorded using the purchases method. The AOC currently uses 

this method, which provides that operating materials and supplies 

be expensed when purchased. Operating materials and supplies 

are purchased using funds specifically appropriated to the AOC’s 

jurisdictions or with offsetting collections. Therefore, the related 

usage of those materials and supplies is intended for those specific 

jurisdictions making the purchases.

J. Inventory

Inventory consists of retail goods purchased for resale at the CVC’s 

Gift Shops. It is recorded at historical cost, using the weighted average 

valuation method, in accordance with SFFAS No. 3, Accounting for 

Inventory and Related Property. The recorded values may be adjusted 

based on the results of periodic physical inventory counts. Inventory 

purchased for resale may be categorized as follows: (1) purchased 

goods held for current sale, (2) purchased goods held in reserve 

for future sale and (3) slow-moving, excess or obsolete inventory. 

Examples of the retail goods included in inventory are books, 

apparel, ornaments and other souvenirs. The AOC may also record 

an allowance which is based on slow-moving, excess or obsolete and 

damaged inventory, or as a result of known restrictions on the sale or 

disposition of inventory (see Note 7).

K. Public-Private Partnerships

In FY 2016, the AOC entered into a contract with the Washington Gas 

Light Company to construct a cogeneration facility. Cogeneration, also 

known as combined steam and power, uses a single fuel source and 

simultaneously produces electricity and steam. This facility provides 

heat and electricity for use by the AOC and its jurisdictions and other 

federal agencies, with excess capacity being sold potentially to 

non-federal entities as well. The AOC has evaluated this arrangement 

against the disclosure requirements outlined in SFFAS No. 49, PublicPrivate Partnerships (P3) and determined that cogeneration does not 

meet the conclusive and suggestive characteristics of a P3 (see Notes 

11, 14 and 16).

The Energy Policy Act of 1992 authorized the use of private sector 

financing to implement energy conservation methods and energyefficient technologies by federal entities. These contracts provide 

technical services and upfront project financing and allow federal 

agencies to pay off the project costs over a period not to exceed 

25 years. Per OMB Memoranda M-98-13 and M-12-21, obligations, 

budget authority and outlays for these energy savings projects will be 

recognized on an annual basis when due, rather than recording the 

full obligation upfront.

L. General Property, Plant and Equipment, Net

The AOC records property at cost, in accordance with SFFAS 6, 

Accounting for Property, Plant, and Equipment. Real property and 

equipment are depreciated over their estimated useful lives, which 

range from three to forty years, using the straight-line method. 

Depreciation is based on the half-year and full-month conventions 

for buildings and equipment, respectively. All property (real and 

personal) is in the AOC’s possession and there is nothing held by 

others (see Note 8).

The following table presents the AOC’s capitalization thresholds and 

related useful lives:

PROPERTY TYPE USEFUL LIFE (YEARS)

CAPITALIZITION

THRESHOLD

Real Property 40 $500,000

Improvements 20 $500,000

Equipment and 

Vehicles 3-15 $25,000

Assets Under Capital 

Lease

Shorter of Lease 

Term or Useful Life of 

Property Type

See Related 

Property Type

Internal Use Software 

(Intellectual 

Property)

3 $5,000,000

M. Stewardship Property, Plant & Equipment

Stewardship land and heritage assets have physical properties that 

resemble those of General Property, Plant & Equipment (PP&E), which 

are traditionally capitalized in the financial statements. Due to the 

nature of stewardship assets, however, determining a monetary value 

would be difficult, and matching costs with specific periods may not be 
SECTION THREE 99 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

possible or meaningful. Heritage assets are PP&E that are unique and 

are generally expected to be preserved indefinitely. Heritage assets 

have historical or natural significance; are of cultural, educational, or 

artistic importance or have significant architectural characteristics. 

These assets are reported in terms of physical units rather than cost 

or other monetary values at the appropriate level of aggregation 

and physical units of measure determined to be meaningful for each 

major category, per SFFAS No. 29, Heritage Assets and Stewardship 

Land. There are two types of heritage assets: collection, which are 

objects gathered and maintained for exhibition, such as museum 

and art collections; and non-collection, which are parks, memorials, 

monuments and buildings. The AOC holds both collection and 

non-collection heritage stewardship assets. During FY 2023, the AOC 

revised the aggregation and physical units of measure for its Living 

Botanical Assets collection from accessions/deaccessions to taxa, which 

it determined to be a more meaningful method of aggregation (see 

Note 9). A taxon (pl. taxa) is a taxonomic division that accounts for 

unique and discrete plant diversity (e.g., species, sub-species, cultivar).

N. Liabilities

Liabilities represent the amounts owed to others for goods or 

services received, claims against the agency, and other probable 

future outflows of resources as a result of past transactions or current 

conditions (e.g., debt or environmental cleanup liabilities). Some 

liabilities are funded while others are classified as “unfunded” because 

no liability may be paid without an enacted appropriation. For 

example, accrued unfunded annual leave and workers’ compensation 

remain unfunded until future appropriations are enacted to cover 

these costs. The Balance Sheet includes, but is not limited to the 

following types of liabilities: 

Accounts Payable

Accounts Payable are amounts (including accruals) owed by the AOC 

to vendors, contractors and federal agencies for goods and services 

received but not yet paid at the end of the reporting period.

Advances from Others and Deferred Revenue

Advances From Others and Deferred Revenue consists of amounts 

advanced to the AOC by other federal trading partners for services 

or projects to be provided under interagency and/or reimbursable 

agreements. These amounts are liquidated as services are rendered 

and/or work is completed on associated projects (see Note 10).

Federal Debt and Interest Payable

In 1989, the AOC entered into a Development Management 

Agreement with Boston Properties for the design, development, and 

construction of the Thurgood Marshall Building. Shearson Lehman 

Hutton Inc. and Kidder, Peabody, & Co. Inc. issued 30-year Serial Zero 

Coupon Certificates of Participation to finance its construction. The 

discount on the purchase reflects the absence of coupon interest 

payments and is amortized over the life of these certificates. Pursuant 

to the Trust Agreement, the proceeds were received by a trustee, 

The United States Trust Company of New York (now The Bank of 

New York Mellon). The AOC recognizes a liability for the 30-year 

Coupon Certificates of Participation issued to finance the Thurgood 

Marshall Building construction. The liability is reduced by semiannual 

payments of principal and interest. These payments are secured by 

the rent collected from the Administrative Office of the U.S. Courts. 

Interest payable is accrued for the coupon certificates as well as the 

financed portion of the cogeneration facility (see Note 12). 

Contract Holdbacks (included in Other Liabilities)

Contract Holdbacks (retainage) consists of a percentage of the 

contract price that is due to the vendor or contractor but is held by the 

AOC to provide assurance that the service or project will be completed 

as required by the contract terms. The amount that is held back is 

released to the vendor or contractor upon satisfactory completion of 

the service or project (see Note 14).

Contingencies, Environmental and Disposal Liabilities

The AOC accounts for contingencies in accordance with SFFAS No. 5, 

Accounting for Liabilities of the Federal Government. This standard 

defines a contingency as an existing condition, situation, or set of 

circumstances involving uncertainty as to the possible gain or loss to 

an entity that will ultimately be resolved when one or more future 

events occur or fail to occur. Management recognizes a contingent 

liability for liabilities equal to or greater than $100 thousand when 

a past transaction or event has occurred, a future outflow or other 

sacrifice of resources is probable and the related future outflow is 

measurable (see Notes 13 and 16).

SFFAS No. 5 also provides criteria for recognizing a contingent 

liability for material amounts of environmental cleanup costs that are 

related to general and stewardship PP&E used in federal operations. 

In accordance with Technical Bulletin 2006-1, Recognition and 

Measurement of Asbestos-Related Cleanup Costs, the AOC recognizes 

a liability and related expense for friable and nonfriable asbestos 

cleanup costs when it is both probable and reasonably estimable — 

consistent with SFFAS No. 5, SFFAS No. 6, and Technical Release No. 2 

(see Note 13).

O. Personnel Compensation and Benefits

Annual and Other Leave

Annual leave is recognized as an expense and a liability as it is earned. 

The liability is reduced as leave is taken. The accrued leave liability 

is funded by future years’ budgetary resources and is classified as 

unfunded; which is reflected in the Federal Employees and Veterans 

Benefits payable line of the Balance Sheet. Other types of leave 

are expensed when taken and no future liability is recognized for 

these amounts.

Federal Employees’ Compensation Act (FECA) Benefits

The FECA program is administered by the U.S. Department of Labor 

(DOL), which initially pays valid claims and subsequently seeks 

reimbursement from the federal agencies employing the claimants 

(Unfunded FECA Liability, see Note 11). The DOL determines the 

actuarial liability for claims outstanding at the end of each fiscal 

year. This liability includes the estimated future costs of death 

benefits, workers’ compensation, medical and miscellaneous costs 

for approved compensation cases (Federal employee and veteran 

benefits payable, see Note 11).
SECTION THREE 100 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Pensions

Most employees of the AOC participate in one of three definedbenefit retirement programs based on their employment start 

date. Employee and AOC contributions are made to the Civil Service 

Retirement System (CSRS), the CSRS Offset or the Federal Employees 

Retirement System (FERS) — all administered by the Office of 

Personnel Management (OPM). Employees may also participate 

in the Thrift Savings Plan (TSP), a defined contribution retirement 

savings and investment plan, as authorized by the Federal Employees 

Retirement System Act of 1986. The Federal Retirement Thrift 

Investment Board administers this plan. The AOC also withholds the 

necessary payroll deductions for employee contributions. 

The AOC is not responsible for and does not report CSRS, FERS assets, 

accumulated plan benefits or liabilities applicable to its employees 

on its financial statements. The OPM is responsible to report these 

amounts. The AOC recognizes an imputed financing source for the 

difference between the estimated OPM service cost and the sum of 

participants’ pension withholdings and agency contributions (see 

Note 17).

Health Benefits and Life Insurance

The AOC recognizes a current-period expense for the future cost of 

post-retirement health benefits and life insurance for its employees 

while they are actively employed. This amount is also considered 

imputed financing (see Note 17). 

P. Statement of Net Cost

The SNC is presented by responsibility segment (which are AOC 

jurisdictions), in accordance with SFFAS No. 4, Managerial Cost 

Accounting Standards and Concepts. The AOC believes the 

responsibility segment approach currently provides cost information 

to its stakeholders in a direct, informative, and succinct manner. 

The 11 responsibility segments reported on the SNC are identified below:

 Capital Construction and Operations

 Capitol Building

 Capitol Grounds and Arboretum

 Capitol Police Buildings, Grounds, and Security

 Capitol Power Plant

 House Office Buildings

 Library Buildings and Grounds

 Senate Office Buildings

 Supreme Court Building and Grounds

 U.S. Botanic Garden

 U.S. Capitol Visitor Center

Revenues reported on the SNC are principally recorded on a direct cost 

recovery basis.

Q. Budgetary Terms

The purpose of Federal budgetary accounting is to control, monitor, 

and report on funds made available to Federal agencies by law and 

help ensure compliance with the law.

The following budgetary terms are commonly used:

Appropriation: An appropriation is a provision of law (not 

necessarily in an appropriations act) authorizing the expenditure of 

funds for a given purpose. Usually, but not always, an appropriation 

provides budget authority.

Budgetary Resources: Budgetary resources are amounts available 

to incur obligations in a given year. Budgetary resources consist of 

new budget authority and unobligated balances of budget authority 

provided in previous years. 

Gross Outlays: Gross Outlays are the sum of all payments made to 

liquidate obligations (other than the repayment of debt principals 

or other disbursements that are “means of financing” transactions). 

Outlays are the measure of Government spending.

Net Outlay: The net outlay is determined by subtracting all 

offsetting collections (unexpired and expired) from gross outlays 

so that the contribution of the budget account to the Federal 

Government’s bottom line (the surplus or deficit) can be determined.

Obligation: An obligation is a binding agreement that will result in 

outlays, immediately or in the future. Budgetary resources must be 

available before obligations can be incurred legally.

Offsetting Collections: Offsetting collections are payments made 

to the Government that, by law, are credited directly to expenditure 

accounts and deducted from gross budget authority and outlays 

of the expenditure account, rather than added to receipts. Usually, 

offsetting collections are authorized to be spent for the purposes 

of the account without further action by Congress. The authority to 

spend offsetting collections is a form of budget authority.

R. Use of Estimates

The preparation of financial statements in conformity with GAAP 

requires management to make certain estimates and assumptions. 

These estimates and assumptions affect the reported amounts of assets, 

liabilities (including contingent liabilities), revenues, financing sources, 

expenses and obligations incurred during the reporting period. These 

estimates are based on management’s best knowledge of current 

events, historical experience and other assumptions that are believed 

to be reasonable under the circumstances. Estimates are subject to a 

wide range of variables, including assumptions on future economic 

and financial events. Accordingly, actual results may differ from 

those estimates.

S. Classified Activities

Accounting standards require all reporting entities to disclose 

that accounting standards allow certain presentations and 

disclosures to be modified, if needed, to prevent the disclosure of 

classified information.
SECTION THREE 101 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 2

Non-Entity Assets

Non-entity assets are those held by the AOC but are unavailable 

for use in its operations. Activities that may give rise to non-entity 

assets include:

 The Monocle Restaurant rent collections

 USBG palm tree rental proceeds

 Employees’ receivables and associated repayments, which were 

established in funds that are now canceled

 Steam and chilled water collections over the annual congressional 

cap (see Note 1.D)

 Restitution payments due from individuals resulting from the 

January 6, 2021 Capitol insurrection

Upon receipt, these funds are not available for AOC to use and are 

transferred to Treasury. The AOC’s non-entity assets as of September 

30, 2023, and 2022, are as follows:

Dollars in Thousands

NON-ENTITY ASSETS 2023 2022

Other than Intragovernmental

Accounts Receivable, Net (Note 6) $ 40 $ 31

Total Non-Entity Assets $ 40 $ 31

Total Entity Assets $ 4,597,515 $ 3,961,375

Total Assets $ 4,597,555 $ 3,961,406

Non-Entity Accounts Receivable increased due to the accumulation of 

Employee Payroll Receivables, which will be reduced when the debt 

is collected.

NOTE 3

Fund Balance with Treasury

FBWT is classified in the following categories: 

a) Unobligated Balance

Unobligated Balance Available includes unexpired budget authority. 

The amount disclosed in this note as Unobligated Balance Available 

may not reconcile to the amount reported as Unexpired unobligated 

balance on the Combined Statement of Budgetary Resources (SBR) 

due to anticipated collections (closed out at year end) and budgetary 

resources that are not part of the FBWT such as investments (see Note 

5). Additionally, any amounts in FBWT for which the related budgetary 

authority is restricted will not reconcile to the SBR. The AOC has 

unobligated balances derived from offsetting collections for space 

rented in the O’Neill Building through December 2022. These amounts 

are available for future obligations upon Congressional appropriation.

Unobligated Balance Unavailable represents expired budget authority 

that is no longer available to incur new obligations unless authorized 

by Congress. An example of this is for FECA and unemployment 

payments, which are derived from expired balances.

b) Obligated Balance Not Yet Disbursed

Obligated Balance Not Yet Disbursed includes undelivered orders or 

orders that have been received but not yet paid for. 

c) Non-Budgetary FBWT

Non-Budgetary FBWT (if applicable) includes unavailable 

miscellaneous receipts and suspense accounts that have no associated 

budget authority. As of the current reporting period, all miscellaneous 

receipts have been remitted to Treasury and AOC’s FBWT includes no 

unreconciled suspense accounts.

Dollars in Thousands

FUND BALANCE WITH TREASURY 

BY TYPE 2023 2022

Unobligated Balance

Available $ 931,234 $ 440,281

Unavailable 33,561 31,672

Obligated Balance not yet Disbursed 647,864 812,108

Total $ 1,612,659 $ 1,284,061

The increase in Unobligated Balance Available is primarily due to 

a significant overall increase in appropriations received in FY 2023 

compared to FY 2022. This increase in Unobligated Balance was offset 

as new obligations were incurred throughout the year. The decrease 

in Obligated Balance not yet Disbursed primarily reflects the payment 

of prior year obligations related to the Capitol Complex security 

improvement project, although this decrease was offset by new FY 2023 

obligations primarily for the Fort Meade Collection Storage Module 7 and 

the Physical Security Assessment, as work began on those projects.

NOTE 4

Cash and Other Monetary Assets

Cash and Other Monetary Assets includes change-making funds 

held in a bank outside Treasury for the CVC Gift Shops’ operations 

and undeposited sales from the Gift Shops (if applicable). There are 

no restrictions on cash. The increase in the FY 2023 Undeposited 

Collections from the CVC Gift Shops reflects increased sales volume 

and the return to pre-pandemic operations levels.

The cash balances as of September 30, 2023, and 2022, are as follows:

Dollars in Thousands

CASH & OTHER MONETARY ASSETS 2023 2022

Undeposited Collections $ 39 $ 23

Cash Imprest Funds 14 14

Total $ 53 $ 37
SECTION THREE 102 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 5

Investments

Intragovernmental investments are comprised of proceeds from CVC Gift Shops sales and restaurant commission receipts. These amounts are 

invested with Treasury’s Bureau of the Fiscal Service and are classified as intragovernmental. The type of certificates (one-day, six-month, and 

one-year, as applicable) disclosed may change from year to year, reflecting the maturity of previously held securities. Upon maturity, the proceeds 

from six-month and one-year securities remain in one-day certificates until they are utilized to cover necessary expenses or reinvested in longer 

term certificates.

Other than Intragovernmental Investments comprise the investment of the Thurgood Marshall Building Operating Reserve Fund with the 

Bank of New York Mellon. Level 1 reflects the unadjusted quoted prices in active markets for identical assets that the AOC can access at the 

measurement date.

At September 30, 2023, Dollars in Thousands

INVESTMENTS SHARES/PAR

AMORTIZED 

PREMIUM/

 (NET OF 

DISCOUNT)

INTEREST 

RECEIVABLE

INVESTMENTS,

NET

UNREALIZED 

GAIN/(LOSS) MARKET VALUE

INTRAGOVERNMENTAL, NONMARKETABLE:

Capitol Visitor Center, 12 Months Certificate, 

5.37% Annual Yield, Maturing 9/5/2024 $ 3,162 $ (153) $ - $ 3,009 $ (1) $ 3,008

Capitol Visitor Center, 12 Months Certificate, 

5.43% Annual Yield, Maturing 3/7/2024 5,137 (120) - 5,017 - 5,017

Capitol Visitor Center, One Day 5.40% Annual 

Yield, Maturing 10/2/2023 2,291 - 1 2,292 (1) 2,291

Total Intragovernmental $ 10,590 $ (273) $ 1 $ 10,318 $ (2) $ 10,316

At September 30, 2022, Dollars in Thousands

INVESTMENTS SHARES/PAR

AMORTIZED 

PREMIUM/

 (NET OF 

DISCOUNT)

INTEREST 

RECEIVABLE

INVESTMENTS,

NET

UNREALIZED 

GAIN/(LOSS) MARKET VALUE

INTRAGOVERNMENTAL, NONMARKETABLE:

Capitol Visitor Center Revolving Fund

One-Day Certificate, 2.72% Annual Yield 

Maturing 10/3/2022 $ 2,730 $ - $ - $ 2,730 $ - $ 2,730

Six-Month Certificate, 2.87% Annual Yield 

Maturing 1/12/2023 5,071 (41) - 5,030 (5) 5,025

12-Month Certificate, 4.03% Annual Yield 

Maturing 9/7/2023 2,598 (96) - 2,502 2 2,504

Total Intragovernmental $ 10,399 $ (137) $ - $ 10,262 $ (3) $ 10,259
SECTION THREE 103 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The increase in Fair Value Measurement, Other Than 

Intragovernmental Investments is due to an increase in interest 

earned, resulting from a higher market yield percentage in FY 

2023 Q4 (5.22%) compared to FY 2022 Q4 (2.86%) from the BNY 

Mellon investment.

Dollars in Thousands

FAIR VALUE MEASUREMENT, OTHER THAN 

INTRAGOVERNMENTAL INVESTMENTS — 

LEVEL 1 2023 2022

The Bank of New York Mellon Operating 

Reserve Fund (DREYFUS) $ 11,258 $ 10,798

Total $ 11,258 $ 10,798

NOTE 6

Accounts Receivable, Net

The AOC’s Accounts Receivable as of September 30, 2023, and 2022, are 

as follows:

Dollars in Thousands

ACCOUNTS RECEIVABLE 2023 2022

Intragovernmental

Entity $ 598 $ 646

Total Intragovernmental $ 598 $ 646

Other than Intragovernmental

Entity $ 610 $ 244

Non-Entity 40 31

Total Other than Intragovernmental $ 650 $ 275

Total $ 1,248 $ 921

Based on analysis of historical collections and write-offs, all accounts 

are currently considered collectible and there is no allowance for 

doubtful accounts as of the current period. 

The decrease in Intragovernmental Accounts Receivable is primarily 

attributed to a reduction in House and Senate flag orders. 

The increase in the Entity Accounts Receivable Other than 

Intragovernmental is due to several factors: a) Untimely payment 

by steam and chilled water customers; b) restaurant commissions 

from the re-opening of the CVC Restaurant; and c) employee payroll 

receivables. Additionally, See Note 2, Non-Entity Assets for the 

explanation of the increase in Non-Entity Accounts Receivables.

NOTE 7

Inventory & Related Property, Net

Inventory consists of retail goods that were purchased for resale at the 

CVC’s Gift Shops. 

Inventory, as of September 30, 2023, and 2022, is as follows:

Dollars in Thousands

INVENTORY CATEGORY 2023 2022

Purchased Goods Held for Current Sale $ 982 $ 767

Total $ 982 $ 767

The increase in inventory is attributed to ongoing purchases to 

support the physical and online Gift Shops as sales volume has 

returned to pre-pandemic levels. 

Inventory on hand may include damaged items which consist of 

broken and/or stained merchandise that are no longer in saleable 

condition, such as display items. Discontinued or defective 

merchandise may also be restricted from future sales and carried as 

damaged inventory until disposed. 

The AOC may record an allowance which is based on slow-moving, 

excess or obsolete and damaged inventory, if applicable. Based 

upon management’s reviews and the most recent inventory count, 

all damaged inventory was disposed in accordance with normal 

operating practices. There is no damaged or restricted inventory to 

report as of September 30, 2023 and 2022.
SECTION THREE 104 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 8

General Property, Plant and Equipment, Net

The AOC records property and equipment by distinct categories as shown in the following table (see Note 1.L for the AOC’s capitalization thresholds 

and related useful lives). The following charts represent the AOC’s real property and equipment values, by asset category, as of September 30, 2023, 

and 2022:

At September 30, 2023, Dollars in Thousands

CLASS OF PROPERTY AND EQUIPMENT ACQUISITION VALUE

ACCUMULATED 

DEPRECIATION NET BOOK VALUE PERCENT

Buildings $ 1,479,589 $ 914,602 $ 564,987 21.1%

Buildings Improvements 3,171,771 1,509,028 1,662,743 62.2%

Capital Leases (Real Property) 40,143 38,868 1,275 0.1%

Leasehold Improvements 19,961 19,183 778 0.0%

Equipment 29,856 14,162 15,694 0.6%

Internal Use Software 6,515 6,515 - 0.0%

Land 169,231 - 169,231 6.3%

Land Improvements 157,623 132,542 25,081 0.9%

Other Structures 9,288 6,137 3,151 0.1%

Construction Work-in-Progres (CWIP) 232,527 - 232,527 8.7%

Total $ 5,316,504 $ 2,641,037 $ 2,675,467 100%

At September 30, 2022, Dollars in Thousands

CLASS OF PROPERTY AND EQUIPMENT ACQUISITION VALUE

ACCUMULATED 

DEPRECIATION NET BOOK VALUE PERCENT

Buildings $ 1,440,184 $ 890,443 $ 549,741 20.8%

Buildings Improvements 2,908,362 1,384,674 1,523,688 57.6%

Capital Leases (Real Property) 40,143 38,257 1,886 0.1%

Leasehold Improvements 19,959 18,584 1,375 0.1%

Equipment 29,729 13,228 16,501 0.6%

Internal Use Software 6,515 6,515 - 0.0%

Land 169,231 - 169,231 6.3%

Land Improvements 157,613 125,966 31,647 1.2%

Other Structures 9,288 5,777 3,511 0.1%

Construction Work-in-Progres (CWIP) 352,179 - 352,179 13.2%

Total $ 5,133,203 $ 2,483,444 $ 2,649,759 100%

The increase in Building Improvements is primarily due to the 

recognition of additional fixed assets as work and/or phases are 

completed on various capital improvement projects, with the largest 

being Phase 3 of the Cannon Renewal project. Additionally, the 

change in CWIP is due to new activity net of re-classifications to 

other asset accounts for work completed. In FY 2023, the decrease is 

primarily due to the completion of Phase 3 of the Cannon Renewal 

Project, which was reclassified from CWIP to Building Improvements.

The FY 2023 and FY 2022 amounts shown in the chart below represent 

PP&E activity for each respective fiscal year. 

Dollars in Thousands

CURRENT YEAR ACTIVITY NET PP&E 2023 2022

Balance at beginning of year $ 2,649,759 $ 2,548,752

Capitalized Acquisitions 185,219 250,540

Disposals (1,919) (439)

*Depreciation expense (157,592) (149,094)

Balance at end of year $ 2,675,467 $ 2,649,759

*Depreciation expense represents current year change in accumulated depreciation.
SECTION THREE 105 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The educational, artistic, architectural, and historical significance 

of many of the AOC’s buildings meet the FASAB criteria for heritage 

assets. Since these buildings are currently used for day-to-day 

business, they are further classified as multi-use heritage assets 

(see Note 9). As a result, they are depreciated in the same manner 

as if they were general purpose assets. Although the original assets 

are fully depreciated, subsequent improvements and betterments 

to the buildings are currently being depreciated in accordance 

with established policy. The AOC is responsible for reviewing and 

authorizing all structural and architectural changes to the buildings 

and grounds before any changes are made.

NOTE 9

Stewardship PP&E

The AOC maintains and preserves stewardship PP&E related to its 

mission to serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences. Tracing its beginnings to 

the laying of the U.S. Capitol Building cornerstone in 1793, authority 

for the AOC’s care and maintenance of the U.S. Capitol was established 

by legislation in 1876. The agency maintains multiple categories 

of heritage assets, including historic buildings and structures, 

stewardship lands and cultural landscapes, artwork, architectural 

features, reference and library materials, and living botanical assets. 

The AOC shares stewardship responsibility for certain heritage assets 

with the curators for the U.S. Senate and the House of Representatives. 

These assets are categorized as joint works of art and included in 

the AOC’s inventory. In addition, while the AOC is responsible for the 

architectural fine art adorning the Supreme Court of the United States, 

the collectible fine art within the building is cared for by the curator of 

the Supreme Court of the United States.

The AOC’s heritage asset management is guided by the Secretary 

of the Interior’s Standards and Guidelines for Treatment of Historic 

Properties and Cultural Landscapes and by the Code of Ethics and 

Guidelines for Practice of the American Institute for Conservation 

of Historic and Artistic Works. The collection of reference and 

library materials are guided by the National Archives and Records 

Administration preservation standards and the living botanical assets 

collection is guided by the standards for care of the American Alliance 

of Museums and Botanic Garden Conservation International. The 

AOC’s stewardship PP&E including estimated land acreage is described 

more fully in the Required Supplementary Information (RSI). Deferred 

maintenance and repairs are separately disclosed as RSI.

Historic Buildings and Structures

The AOC maintains multiple historic buildings and structures. These 

facilities include the U.S. Capitol Building, Russell Senate Office Building, 

Dirksen Senate Office Building, Hart Senate Office Building, Senate 

Underground Garage, Daniel Webster Page Residence, Cannon House 

Office Building, Longworth House Office Building, Rayburn House Office 

Building, East and West House Underground Garages, Ford House Office 

Building, Thomas Jefferson Building, John Adams Building and James 

Madison Memorial Building. They also include the U.S. Botanic Garden 

(USBG) Conservatory, USBG Administration Building, Capitol Power 

Plant Main Boiler Building, Capitol Power Plant East Refrigeration Plant, 

Capitol Power Plant Old Generator Building, the Supreme Court of the 

United States and Thurgood Marshall Federal Judiciary Building. All 

facilities are predominantly used in general government operations, and 

many are considered multiuse heritage assets. Multiuse heritage assets 

are reported at cost, depreciated over their estimated useful life and 

presented as General Property, Plant and Equipment, Net on the Balance 

Sheet. Historic buildings and structures are added or withdrawn through 

congressional action.

Stewardship Land and Cultural Landscapes

The AOC-administered stewardship land and cultural landscapes 

on the Capitol campus encompass lands of national and historical 

significance. In accordance with the AOC’s authorizing legislation, 

the land is held predominantly for conservation and preservation 

purposes. The AOC’s stewardship land includes the U.S. Capitol 

Grounds surrounding the U.S. Capitol Building. The U.S. Capitol 

Grounds are an accredited arboretum and listed in the Morton 

Register of Arboreta, a comprehensive list of arboreta and public 

gardens for the benefit of the public, science and conservation. The 

AOC-administered land also includes cultural landscapes such as the 

Senate Park, Senate office building sites and courtyards, House office 

building sites and courtyards, U.S. Botanic Garden, National Garden, 

Bartholdi Park, USBG Administration Building site, Union Square, 

Jefferson Building site, Adams Building site, Madison Building site, 

Supreme Court of the United States site and Marshall Building site, 

as well as the memorial trees planted on the U.S. Capitol Grounds 

to honor distinguished citizens, groups and national events. In 

general, units of stewardship land are added or withdrawn through 

congressional action. Memorial trees are added through congressional 

action or donation and withdrawn due to the tree dying or disease.

An inventory of the memorial trees as of September 30, 2023, 

and 2022 follows:

DESCRIPTION 2022 ADDED WITHDRAWN

OTHER ADJUSTMENTS 

+/(-) 2023 CONDITION

Memorial Trees 151 2 - - 153 Poor to Excellent
SECTION THREE 106 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Collectible Heritage Assets

The AOC is the steward of collectible heritage assets. In general, 

collectible heritage assets are added or withdrawn through 

congressional action. Living botanical assets are added by purchase, 

private or institutional donation, or collected from wild populations, 

and withdrawn due to plants dying or exhibiting disease, or a change 

in institutional need. Collectible heritage assets include:

Artwork: The AOC cares for artwork that is part of the Capitol 

campus. These include interior sculptures, fine art, decorative art, 

architectural fine art and architectural decorative art.

Architectural Features: The Capitol campus is graced with many 

unique architectural features. These include outdoor sculptures, 

monuments and landscape features and fixtures.

Reference and Library Materials: The AOC’s collections include 

art and reference files, art and reference library materials and 

archival records (both traditional and electronic). The traditional 

archival records include architectural and engineering drawings, 

manuscripts, paper records, small architectural models, photographs 

and conservation reports. The electronic archival records are heritage 

assets retained on electronic storage media including, but not limited 

to, architectural and engineering drawings and textual records.

Living Botanical Assets: The AOC accounts for the living botanical 

assets in the USBG collection. These include a variety of plants for 

exhibition, study and exchange with other institutions.

An inventory of the AOC’s collectible heritage assets as of 

September 30, 2023, and 2022 follows:

DESCRIPTION 2022 ADDED WITHDRAWN

OTHER 

ADJUSTMENTS 2023 CONDITION

Artwork 2,007 - (1)* - 2,006 Poor to Excellent

Architectural Features 202 - - - 202 Fair to Excellent

Reference and Library Materials:

Art and Reference Files (Drawers) 108 - - - 108 Good

Art and Reference Library 

Materials (Volumes) 1,240 9 - - 1,249 Good

Traditional Archival Records 580,435 15,418 - - 595,853 Fair to Excellent

Electronic Archival Records 

(Megabytes [MB]) 17,852.10 1,810.10 - - 19,662.20 N/A

Living Botanical Assets (Taxa) 6,031 620 (692) - 5,959 N/A

*A maquette of Rosa Parks was previously included in two categories. This was corrected in FY 2023.

NOTE 10

Advances, Prepayments, and 

Deferred Revenue

Advances, Prepayments, and Deferred Revenue — Intragovernmental 

consist of the unliquidated balance on advances and prepayments 

to and from other federal agencies for work to be performed under 

interagency and reimbursable agreements. Advances to Others and 

Prepayments — Other than Intragovernmental consist of employee 

travel advances associated with approved training. 

Advances to Others and Prepayments as of September 30, 2023 and 

2022, are as follows:

Dollars in Thousands

ASSETS 2023 2022

Intragovernmental

Advances to Others and Prepayments $ 285,566 $ 4,799

Total Intragovernmental $ 285,566 $ 4,799

Other than Intragovernmental:

Advances to Others and Prepayments $4 $2

Total Other than Intragovernmental $4 $2

Total $ 285,570 $ 4,801

Advances from Others as of September 30, 2023, and 2022, are 

as follows:

Dollars in Thousands

LIABILITIES 2023 2022

Intragovernmental

Advances from Others $ 39,423 $ 25,707

Total Intragovernmental $ 39,423 $ 25,707

Total $ 39,423 $ 25,707

The increase in Advances to Others and Prepayments, 

Intragovernmental is attributed to an advance payment (net of 

advance liquidations) to a trading partner for the Capitol Complex 

security improvement project.

The increase in Advances from Others is due to advances received (net 

of advance liquidations) from other federal agencies for reimbursable 

construction projects primarily associated with the Library 

of Congress. 
SECTION THREE 107 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 11

Liabilities Not Covered by 

Budgetary Resources

The Balance Sheet includes some liabilities not covered by current 

budgetary resources. Such liabilities require future Congressional 

action whereas liabilities covered by budgetary resources reflect prior 

congressional action. Regardless of when the congressional action 

occurs, when the liabilities are liquidated, Treasury will finance the 

liquidation in the same way that it finances all other disbursements, 

which is to borrow from the public if the Government has a budget 

deficit (and to use current receipts if the Government has a surplus). 

The AOC’s liabilities that do not require the use of budgetary resources 

are undeposited CVC Gift Shops sales (if applicable) and miscellaneous 

receipts that are to be forwarded to Treasury. 

Unfunded accrued annual leave represents the value of employees’ 

earned leave that they are entitled to upon separation and that will be 

funded by future years’ budgetary resources.

Workers’ Compensation is reported as required by FECA. It includes 

long-term, actuarially calculated unfunded liability (Actuarial unfunded 

worker’s compensation) and short term unfunded payable (Unfunded 

FECA Liability). The actuarial workers’ compensation liability is calculated 

using a model provided by the DOL. Estimated future costs have been 

actuarially determined and they are regarded as a liability to the public 

because neither the costs nor reimbursement have been recognized by 

DOL. The current (short term) portion of the FECA liability represents 

an annual accrued liability for billed costs and is reflected in the Other 

Liabilities, Intragovernmental line of the balance sheet.

The amount reported as “Other Liabilities without related budgetary 

obligations” in the following table includes the financed portion of 

the cogeneration facility. While this amount is currently not covered 

by budgetary resources, the annual payment of principal and interest 

on the liability will be made from annual appropriations to the 

Capitol Power Plant (see Notes 1, 14, and 16). The Capital lease liability 

reported in the following table includes the principal due in future 

years only.

The breakdown of the Liabilities not Covered by Budgetary Resources as 

of September 30, 2023, and 2022, are as follows:

Dollars in Thousands

LIABILITIES 2023 2022

Intragovernmental

Unfunded FECA Liability (Note 14) $ 7,248 $ 7,463

Total Intragovernmental $ 7,248 $ 7,463

Federal Debt and Interest Payable (Note 12) $ 16,892 $ 31,864

Federal employee and veteran benefits payable:

Unfunded accrued annual leave 16,726 17,260

Actuarial unfunded Worker’s Compensation 43,539 48,110

Environmental and disposal liabilities (Note 13) 271,198 183,422

Other:

Capital lease liability (Note 15) 1,831 2,670

Contingent Liabilities (Note 16) 172 -

Other liabilities without related budgetary obligations 44,537 46,281

Total liabilities not covered by budgetary resources $ 402,143 $ 337,070

Total liabilities covered by budgetary resources 161,159 142,672

Total liabilities not requiring budgetary resources 79 54

Total liabilities $ 563,381 $ 479,796

The decrease in Unfunded accrued annual leave is a result of employees’ leave usage rising back to pre-pandemic levels. The change in actuarial 

unfunded worker’s compensation is associated with a lower liability projection as per DOL’s FECA model and cost factors. The change in Contingent 

Liabilities reflects amounts accrued for legal cases where settlement payouts are likely to occur. The change in Other Liabilities Without Related 

Budgetary Obligations is due to the annual payments made against the long-term debt for the cogeneration facility. These payments are expected 

to occur each year until the debt is paid off in 2037.
SECTION THREE 108 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 12

Federal Debt and Interest Payable

The AOC is responsible for paying 30-year Serial Zero Coupon Certificates of Participation that were issued in 1989 for financing the construction of 

the Thurgood Marshall Building. The certificates were issued at $125.4 million with a maturity value of $525.5 million and are amortized using the 

effective interest rate of 9 percent (corresponding to the discount). Interest payable is accrued for the financed portion of the cogeneration facility.

The balances of federal debt and interest payable held by the Public, as of September 30, 2023, and 2022, are as follows: 

At September 30, 2023, Dollars in Thousands

FEDERAL DEBT CATEGORY

PAR BEGINNING 

BALANCE 

OCTOBER 1, FY 2023

REPAYMENTS OF 

PAR IN FY 2023

PAR ENDING 

BALANCE

UNAMORTIZED 

DISCOUNT

DEBT 

PRINCIPAL

INTEREST 

PAYABLE

ENDING 

BALANCE

Agency Securities — 

Held by the Public $34,460 ($17,230) $17,230 ($950) $16,280 $612 $16,892

At September 30, 2022, Dollars in Thousands

FEDERAL DEBT CATEGORY

PAR BEGINNING 

BALANCE 

OCTOBER 1, FY 2022

REPAYMENTS OF 

PAR IN FY 2022

PAR ENDING 

BALANCE

UNAMORTIZED 

DISCOUNT

DEBT 

PRINCIPAL

INTEREST 

PAYABLE

ENDING 

BALANCE

Agency Securities — 

Held by the Public $51,690 ($17,230) $34,460 ($3,233) $31,227 $637 $31,864

The prior year comparative presentation of the Federal Debt and Interest Payable Note has been revised to conform with the FY 2023 presentation 

prescribed by OMB A-136.

Various judiciary offices and personnel occupy the Thurgood Marshall Building under an Interagency Agreement between the AOC and the 

Administrative Office of the U.S. Courts. Payments commenced in 1994 and base rent will not change over the initial 30 years and is set at $17.2 

million annually, which is the amount necessary to retire the debt in August, 2024. This certificate is not subject to prepayment or acceleration under 

any circumstance, pursuant to the language in the certificate agreement.

The net decrease is mainly attributed to the semi-annual bond payments made for the Thurgood Marshall Building along with the related accrued 

interest paid and bond amortizations. These bond payments are expected to occur each year until the bond is paid off.

NOTE 13

Environmental and Disposal Liabilities

Environmental Cleanup Cost Liabilities Related to 

Asbestos Cleanup

The AOC is responsible for managing and/or abating friable and 

nonfriable asbestos-containing materials (ACM) in all Capitol complex 

buildings owned by the federal government. Pursuant to the FASAB 

Technical Bulletin 2006-1, Recognition and Measurement of Asbestosrelated Cleanup Costs, the AOC recognizes a liability for cleanup costs 

that are both probable and reasonably estimable. This liability is founded 

on “per square and linear foot” cost indexes (based on current industry 

guidance for asbestos cleanup projects) which are then applied to 

recorded quantities of ACM to derive a total estimated liability.

Actual cleanup costs may differ from the recorded estimate due to 

additional cost factors that are, at this time, not reasonably estimable. 

For example, there may be an additional difficulty factor associated 

with AOC projects due to the unique working conditions on Capitol 

Hill. Additionally, containment (room or area) for asbestos abatement 

is a required work element that is not reasonably estimable at this 

time. Due to the uniqueness of individual project requirements, there 

is not enough information to determine the type of, and how much 

containment would be required. The AOC has determined that the 

reported estimated liability is the direct cost without containment as 

containment requirements differ from project to project.

The AOC’s accrued and potential liabilities for environmental cleanup 

costs, as of September 30, 2023, and 2022, are $271 million and $183 

million, respectively (See Note 16). 

During FY 2023, rising inflation from the residual effect of the 

pandemic continued to impact labor, materials, and supply chain 

costs. These factors contributed to a significant increase in the rates 

used to project the liability for FY 2023 in addition to the inclusion of 

the related labor taxes and mandatory insurances. 

Fort George G. Meade, Maryland

In addition to the requirements of Technical Bulletin 2006-1, the AOC 

is subject to various federal, state and local environmental compliance 

and restoration laws. Applicable laws include the Clean Air Act, the 

Clean Water Act, the Solid Waste Disposal Act, the Safe Drinking 

Water Act, and the Comprehensive Environmental Response, 

Compensation, and Liability Act (CERCLA).
SECTION THREE 109 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Management’s review concluded that the AOC is not responsible for the 

clean-up and remediation of previous environmental contamination on 

the approximately 100 acres of land at Fort George G. Meade, Maryland, 

which the U.S. Army transferred to the AOC. The Army is responsible 

for the environmental clean-up of any previous contamination under 

CERCLA. The AOC understands that the Army is actively monitoring 

existing contamination on the entire site, including the land 

transferred to the AOC, and is pursuing appropriate remediation of 

this contamination.

NOTE 14

Other Liabilities

Other intragovernmental liabilities consist of undeposited CVC Gift Shops sales, Liability for Non-Entity Assets Not Reported on the Statement of 

Custodial Activity, and Unfunded FECA Liability. See Note 4 for the description of undeposited CVC Gift Shops sales (Liability for Non-Fiduciary 

Deposit Funds and Undeposited Collections). See Note 2 for the description the Liability for Non-Entity Assets Not Reported on the Statement of 

Custodial Activity. See Note 11 for the description of the Unfunded FECA Liability. Other liabilities – Other than Intragovernmental consist of Contract 

Holdbacks, Accrued Funded Payroll, Contingent Liabilities, long term debt from the cogeneration financing (Other Liabilities Without Related 

Budgetary Obligations), and outstanding capital lease principal.

Other Liabilities, as of September 30, 2023, and 2022, are as follows:

Dollars in Thousands

OTHER LIABILITIES 2023 2022

Intragovernmental:

Liability for Non-Fiduciary Deposit Funds and Undeposited Collections $ 39 $ 23

Liability for Non-Entity Assets Not Reported on the Statement of Custodial Activity 40 31

Unfunded FECA Liability 7,248 7,463

Total Intragovernmental $ 7,327 $ 7,517

Other than Intragovernmental:

Contract Holdbacks $ 17,465 $ 21,191

Accrued Funded Payroll and Leave 18,432 16,676

Contingent Liabilities 172 -

Other Liabilities without Related Budgetary Obligations (Current, Not Covered) 1,866 1,744

Other Liabilities without Related Budgetary Obligations 42,671 44,537

Capital Lease Liability (Current, Not Covered) 889 839

Capital Lease Liability 942 1,831

Total Other than Intragovernmental $ 82,437 $ 86,818

Total $ 89,764 $ 94,335

The change in Contract Holdbacks is a reflection of retainage release as work was satisfactorily completed on various construction projects. The 

increase in Accrued Funded Payroll and Leave is due to a pay increase, which took effect in January 2023.
SECTION THREE 110 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 15

Leases

As of September 30, 2023, the AOC is committed to various noncancelable leases primarily covering administrative office space and 

storage facilities. Many of these leases contain escalation clauses tied 

to inflationary and tax increases, and renewal options.

Capital Leases

The balance of Assets classified as Capital Leases, as of September 30, 

2023, and 2022, is as follows:

Dollars in Thousands

SUMMARY OF ASSETS UNDER 

CAPITAL LEASE 2023 2022

Land and Buildings $ 40,143 $ 40,143

Accumulated Amortization (38,868) (38,257)

Total Capital Leases $ 1,275 $ 1,886

Capital leases have initial or remaining non-cancelable lease terms 

in excess of one year. The capital lease liability is amortized over the 

term of the lease. At the end of the current reporting period, the 

AOC had one non-federal capital lease for the Senate Sergeant at 

Arms Warehouse building in Landover, Maryland. This lease is active 

through FY 2025. 

As of September 30, 2023, and 2022, the present value of the future 

minimum lease payments is as follows:

At September 30, 2023, Dollars in Thousands

FISCAL YEAR TOTAL

2024 $ 956

2025 966

Thereafter - 

Total Minimum Future Lease Payment $ 1,922 

Less: Imputed Interest (91) 

Net Capital Lease Liability $ 1,831 

Capital Lease Liabilities Covered by 

Budgetary Resource - 

Capital Lease Liabilities Not Covered by 

Budgetary Resources $ 1,831 

At September 30, 2022, Dollars in Thousands

FISCAL YEAR TOTAL

2023 $ 947

2024 956

2025 966

Thereafter - 

Total Minimum Future Lease Payment $ 2,869

Less: Imputed Interest (199)

Net Capital Lease Liability $ 2,670

Capital Lease Liabilities Covered by 

Budgetary Resource -

Capital Lease Liabilities Not Covered by 

Budgetary Resources $ 2,670

Operating Leases

The AOC has entered into various operating lease agreements for 

commercial space. These lease agreements are held with various 

entities including the General Services Administration (GSA), 

Government Publishing Office (GPO) and other commercial vendors 

and expire on various dates between FY 2023 and FY 2027. 

As of September 30, 2023, the aggregate of future payments due 

under non-cancelable federal and non-federal operating leases and 

occupancy agreements are as follows:

Dollars in Thousands

REALPROPERTY

FISCAL YEAR FEDERAL NON-FEDERAL TOTAL

2024 $ 3,171 $ 7,862 $ 11,033

2025 - 5,004 5,004

2026 - 3,263 3,263

2027 - 1,159 1,159 

Total Future Leases $ 3,171 $ 17,288 $ 20,459 
SECTION THREE 111 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 16

Commitments and Contingencies

The AOC is party to various administrative proceedings, legal actions, 

and tort claims which may result in settlements or decisions adverse 

to the federal government. Additionally, the AOC has contractual 

agreements with various energy service providers which may require 

future financial obligations.

The AOC’s accrued and potential liabilities for contingent and 

environmental cleanup costs, as of September 30, 2023, and 2022, are 

shown in the following table. See Note 13 for an explanation of the 

increase in the Environmental Cleanup Cost Liabilities.

At September 30, 2023, Dollars in Thousands

ESTIMATED RANGE OF LOSS

CONTINGENT LOSS

ACCRUED 

LIABILITIES LOWER END UPPER END

Legal Contingencies:

Probable $ 172 $ 172 $ 200

Reasonably Possible $ - $ - $ 9,200 

Environmental 

Contingencies:

Probable (Note 13) $ 271,197 $ 271,197 $ 418,676 

At September 30, 2022, Dollars in Thousands

ESTIMATED RANGE OF LOSS

CONTINGENT LOSS

ACCRUED 

LIABILITIES LOWER END UPPER END

Legal Contingencies:

Reasonably Possible $ - $ - $ 7,400

Environmental 

Contingencies:

Probable (Note 13) $ 183,422 $ 183,422 $ 374,304

Legal Liabilities

General contingent liabilities consist of claims filed against the AOC 

that are awaiting adjudication. These liabilities typically relate to 

contracts, labor and equal employment opportunity issues, and 

personal and property damage. 

For the purpose of estimating contingent liabilities for the financial 

statements, the AOC conducted a review of existing claims for which the 

likelihood of loss to the AOC is probable. Additionally, management and 

the AOC’s General Counsel evaluated the materiality of cases determined 

to have a reasonably possible chance of an adverse outcome. Liabilities 

are recognized herein for those cases that are determined to meet 

management’s materiality threshold (see Note 1.N). No amounts are 

accrued in the financial records for claims where the estimated amount 

of potential loss is less than $100 thousand or where the likelihood 

of an unfavorable outcome is less than probable. During the current 

and prior year reporting period there were no reported cases that met 

this criterion. 

Additionally, management and the AOC’s General Counsel evaluated 

the materiality of cases determined to have a reasonably possible (less 

than probable but more than remote) chance of an adverse outcome. 

The ultimate outcomes in these matters cannot be predicted at this 

time; however, the lower and upper-level estimate of these cases 

are shown in the chart above. Sufficient information is not currently 

available to determine if the ultimate resolution of the proceedings, 

actions, and claims will materially affect AOC’s financial position or 

results of operations. Based on the less than probable nature of these 

claims, an accounting entry for the estimate was not posted and there 

is no impact on the financial statements. 

Future Funded Energy Contracts

The use of energy contracts by federal agencies was permitted 

by the Energy Policy Act of 1992 and, after a renewal in 2005, was 

permanently reauthorized by the Energy Independence and Security 

Act of 2007. These contracts provide federal agencies with the ability 

to implement energy and water savings upgrades at little to no 

upfront cost to the government. The contracts take the form of fixedprice, performance-based arrangements. An energy service company 

finances the cost of implementing the energy savings infrastructure 

and, in return, receives a contractually determined share of the cost 

savings over time. As part of the agreement, the energy company 

guarantees that the improvements will generate sufficient energy 

savings to pay for the projects over the life of the arrangement. 

Once the contract period ends, the agency retains all subsequent 

cost savings. 

With the approval of Congress, the AOC has partnered with private 

energy service companies for utility energy service contracts (UESC) 

to help finance the design-build of its cogeneration system at 

the Capitol Power Plant and implement separate energy savings 

performance contracts (ESPC) in the Capitol Building, House Office 

Buildings, Senate Office Buildings and Library Buildings and Grounds 

jurisdictions. The ESPCs have helped the AOC implement energy 

savings measures by:

 Converting from pneumatic to direct digital heating, ventilation 

and air conditioning (HVAC) control and upgrading building 

automation systems

 Retrofitting existing light fixtures with high-efficiency lamps, 

ballasts, controls and reflectors; installing light-emitting diode (LED) 

lighting and expanding the lighting control rooms

 Upgrading transformers to high-efficiency models

 Adding removable insulation covers to reduce heat loss from 

steam valves

 Replacing failing and defective steam traps and valves to eliminate 

steam loss and waste

 Installing new motion/occupancy sensors in areas with infrequent and 

low occupancy levels

 Installing water conservation and fixture upgrades
SECTION THREE 112 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

As of September 30, 2023, the AOC has three active ESPCs and one active 

UESC. All construction related to ESPCs for the House Office Buildings, 

Senate Office Buildings and Library Buildings and Grounds jurisdictions, 

and the UESC for the Capitol Power Plant, is complete and these 

contracts have transitioned to their performance phase. The scheduled 

final payments for the contracts range from FY 2024 to FY 2039. The 

calculation of the period of performance is largely dependent on the 

amount of the predicted annual costs savings and the overall value of 

the projects.

The AOC is liable for the full funding of its cogeneration facility, 

as follows:

Dollars in Thousands

 PROJECT COST TOTAL

Construction Costs

Appropriations $ 20,000

Long Term Financing 67,285

Total Construction Costs $ 87,285

Interest on Financing 25,432

Total Costs Over the Life of the Asset $ 112,717

The AOC will pay off the total amount of government contract 

payments (including interest) in 20 annual installments ranging 

from $3 million to $5 million each year (and subject to prepayment 

penalties). Total payments over the term, including interest and 

prepayments, will be approximately $93 million. The AOC expects that 

these payments will be completed by May 2037 from available annual 

appropriations to the Capitol Power Plant.

NOTE 17

Imputed Financing

Imputed costs and financing sources include campus-wide capital 

infrastructure projects performed by another federal agency and 

Treasury Judgment Fund or Office of Congressional Workplace Rights 

(OCWR) Settlement and Award Fund payments, as applicable. 

The AOC has activities with OPM that also require imputed costs 

and financing sources to be recognized. The OPM administers three 

earned benefit programs for civilian federal employees: the Federal 

Employees Health Benefits (FEHB) Program, the Federal Employee 

Group Life Insurance (FEGLI) Program, and the CSRS, CSRS Offset, 

and FERS Retirement Programs. AOC uses the applicable cost factors 

provided by OPM for current period expense reporting. The imputed 

costs and financing sources consist of the benefits for AOC employees 

that are paid on its behalf by OPM.

CSRS: According to PL 99-335, all employees hired prior to January 

1, 1987, could elect CSRS or CSRS Offset. The CSRS provides a 

basic annuity and Medicare coverage. The CSRS fund covers most 

employees hired prior to January 1, 1984. The AOC and the employee 

contribute to Medicare at the rate prescribed by law. The AOC does 

not match TSP contributions for employees who participate in the 

CSRS retirement program.

CSRS Offset: CSRS Offset generally covers those employees who 

have had a break in their CSRS service of more than one and less than 

five years by the end of 1986. The AOC and the employee contribute to 

Social Security and Medicare at the rates prescribed by law. The AOC 

does not match TSP contributions for employees who participate in 

the CSRS Offset retirement program.

FERS: According to PL 99-335, employees with less than five years 

of creditable civilian service, as of the effective date in 1986, were 

automatically converted to FERS. In addition, during certain periods 

in 1987, 1988 and 1998, employees hired before January 1, 1984, could 

choose to participate in FERS. This system consists of Social Security, a 

basic annuity plan and the TSP.

The AOC and the employee contribute to Social Security and Medicare 

at rates prescribed by law. In addition, AOC is required to contribute 

to the TSP a minimum of 1 percent per year of the basic pay of 

employees covered by this system. The AOC also matches a voluntary 

employee contribution up to 3 percent dollar-for-dollar, and another 2 

percent is matched 50 cents on the dollar.

Imputed Financing for the periods ended September 30, 2023, and 2022, 

is as follows:

Dollars in Thousands

IMPUTED FINANCING, BY TYPE 2023 2022

Pensions

CSRS $ 211 $ 193

CSRS Offset 335 423

FERS 69,434 57,183

Less: Contributions (53,052) (50,478)

Subtotal: Employee Pensions $ 16,928 $ 7,321

Health Insurance $ 18,719 $ 17,193

Life Insurance 43 41

Subtotal: All Employee Benefits $ 35,690 $ 24,555

Other Agency — Campus 

Infrastructure $ 3,504 $ 2,336

Department of Justice — Treasury 

Judgment Fund 175 35

OCWR — Settlement and 

Awards Fund 3 44

Reversal of Imputed OCWR payments - (15)

Total $ 39,372 $ 26,955

In FY 2023, the change in imputed financing costs for employee 

benefits is primarily due to FEHB and pensions (FERS). The FERS 

increase is due to higher annual basic pay, which took effect in January 

2023, and an increase in OPM cost factors. FEHB enrollment figures 

have historically fluctuated based on employee enrollment. Legal 

settlements that were paid out on AOC’s behalf by the Department of 
SECTION THREE 113 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Justice – Treasury Judgment Fund are reflected in the corresponding 

increase. Conversely, there were minimal disbursements and no 

reimbursements to OCWR of prior year payments.

NOTE 18

Net Cost of Operations Related 

to Payroll

Expenses for salaries and related benefits for the periods ended 

September 30, 2023, and 2022, are shown in the following table. 

These amounts were approximately 42 and 44 percent of the 

annual gross cost of operations for each respective fiscal year. This 

includes actual payroll and benefit expenses as well as other accrued 

expenses. Benefit expenses represent FECA (current year payment), 

Unemployment Compensation for Federal Employees (UCFE), and 

imputed costs paid by OPM. Other Accrued Expenses consist of payroll 

and benefit related accruals. Those costs do not include the unfunded 

accrued annual leave and long term actuarial FECA. Net Cost of 

Operations Related to Payroll for the periods ended September 30, 

2023, and 2022, is as follows:

Dollars in Thousands

EXPENSES FOR PAYROLL & 

RELATED BENEFITS 2023 2022

Payroll Expense $ 336,134 $ 314,766

FECA and UCFE 3,382 3,803

Imputed Costs (Note 17) 35,690 24,555

Other Accrued Expenses

Current Year Accrued Expenses 21,532 20,092

Reversal of Prior Year 

Accrued Expenses (19,991) (19,076)

Total Expenses for Payroll & 

Related Benefits $ 376,747 $ 344,140

Total Gross Cost $ 890,434 $ 788,789

Payroll related expenses to 

Gross Costs (%) 42% 44%

The increase in payroll expenses between FY 2022 and FY 2023 is 

mainly attributed to the following factors: a) an increase in payroll 

benefit costs and compensation due to an increase in staffing for fulltime and temporary employees, associated with Congressional moves 

and b) the pay increase which took effect January 2023. In addition, 

the decrease in FECA and UCE expenses is primarily due to lower FECA 

costs billed by the Labor Department as a result of decreased claims 

submitted by AOC claimants.

NOTE 19

Reconciliation of SCNP

Appropriations to SBR

Amounts reported as Appropriations Received on the SCNP consist of 

funds congressionally appropriated to the agency within the current 

fiscal year. Amounts reported as Appropriations on the SBR consist of 

appropriations received and new budget authority from the special 

fund receipts collected in the Capitol Trust Account for Union Square 

permit fees (see Note 1G). 

The reconciliation for the periods ended September 30, 2023, and 2022 

is as follows:

Dollars in Thousands

RECONCILIATION OF SCNP 

APPROPRIATIONS TO SBR 2023 2022

SCNP

Appropriations Received $ 1,344,248 $ 788,330

Total SCNP Appropriations $ 1,344,248 $ 788,330

SBR

Trust or Special Fund Receipts $ 54 $ 17

Total SBR Appropriations $ 1,344,302 $ 788,347

The increase in Appropriations Received reflects the higher amounts 

enacted by Congress during FY 2023. The increase in Trust or 

Special Fund Receipts is reflective of the collection of Union Square 

photography permit fees returning to pre-pandemic levels.
SECTION THREE 114 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 20

Statement of Budgetary Resources — 

Unobligated Balance Brought Forward, 

October 1

There were no material adjustments during the current year to correct 

the unobligated balance brought forward, October 1. Components of 

the amount reported as “Unobligated Balance from Prior Year Budget 

Authority, net” are disclosed in the following table:

Dollars in Thousands

NET ADJUSTMENTS TO 

UNOBLIGATED BALANCE BROUGHT 

FORWARD, OCTOBER 1 2023 2022

Unobligated Balance Brought 

Forward, October 1 $ 467,524 $ 814,080

Net Adjustments

Cancelled Authority (3,939) (3,025)

Downward Adj PY Unpaid 

Unexpended Obligations 17,500 16,967

Downward Adj PY Unpaid 

Expended Authority 16,791 15,349

Downward Adj PY Paid Expended 

Authority (Refunds Collected) 3,981 5,838

Total Net Adjustments $ 34,333 $ 35,129

Unobligated Balance from Prior 

Year Budget Authority, Net $ 501,857 $ 849,209

NOTE 21

Undelivered Orders at the End of 

the Period

In accordance with OMB Circular A-136, Financial Reporting 

Requirements, the amount of budgetary resources obligated but 

not delivered must be disclosed separately. Amounts obligated 

comprise contracts with vendors for acquisitions of goods and services 

including contractual support, constructions projects, and CVC 

inventory purchases. 

Undelivered Orders for the periods ended September 30, 2023, and 2022, 

are as follows:

Dollars in Thousands

 UNDELIVERED ORDERS 2023 2022 

Paid

Federal $ 285,566 $ 4,799

Non-Federal 4 2

Total Paid $ 285,570 $ 4,801

Unpaid

Federal $ 10,315 $ 293,445

Non-Federal 516,165 401,779

Total Unpaid $ 526,480 $ 695,224

See Note 10, Advances and Prepayments, for the explanation of the 

increase in the Paid Undelivered Orders balance.

The significant increase in the Federal Paid Undelivered Orders and 

decrease in Federal Unpaid Undelivered Orders reflect the advance 

payment of a prior year obligation to the Army Corps of Engineers for 

the Capitol Complex Security Improvement.

The change in Non-Federal Unpaid Undelivered Orders is due to an 

increase in vendor obligations primarily related to the Fort Meade 

Collection Storage Module 7 and the Physical Security Assessment 

projects as work began on those projects during FY 2023.
SECTION THREE 115 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 22

Explanation of Differences Between 

the Combined Statement of Budgetary 

Resources and the Budget of the United 

States Government

The FY 2024 Budget of the United States Government (President’s 

Budget) presenting the actual amounts for the year ended September 

30, 2022, was published in March 2023. The FY 2024 President’s 

Budget is reconciled to AOC’s September 2022 SBR to identify 

differences. The AOC’s budget can be found on the OMB website 

(www.whitehouse.gov/omb/budget/) under legislative branch 

and judicial branch. The AOC’s budget under the judicial branch is 

associated with the care of the building and grounds of the Supreme 

Court of the United States. 

The President’s Budget reconciliation to the SBR is as follows:

Dollars in Thousands

RECONCILIATION 

OF SBR TO 

BUDGET FY 2022

BUDGETARY 

RESOURCES

NEW OBLIGATIONS 

AND UPWARD 

ADJUSTMENTS

NET 

OUTLAYS

Combined 

Statement of 

Budgetary 

Resources (SBR) $ 1,709,555 $ 1,242,031 $ 738,065

Items on SBR - Not 

on Budget:

Expired Funds (58,244) - -

Other 4,689 (2,031) 935

Budget of the 

United States 

Government $ 1,656,000 $ 1,240,000 $ 739,000 

The “Other” difference between the FY 2022 comparative amounts 

presented on the SBR and the actual amounts published in the 

FY 2024 President’s Budget are due to rounding differences and 

other adjustments.

NOTE 23

Reconciliation of Net Cost to 

Net Outlays

Per SFFAS No. 7, FASAB “requires a reconciliation of proprietary and 

budgetary information in a way that helps users relate the two.” The 

objective is to provide an explanation for the differences between 

budgetary and financial (proprietary) accounting and is accomplished 

by reconciling budgetary outlays with related net cost of operations. 

Statements of Federal Financial Accounting Concepts No. 2, Entity 

and Display, as amended by SFFAS No. 53, Budget and Accrual 

Reconciliation (BAR), provides concepts for reconciling budgetary and 

financial accounting. The AOC has adopted the requirement to present 

this reconciliation in the format prescribed by SFFAS No. 53. 

Budgetary accounting information is used for planning and control 

purposes and relates to both the receipt and use of cash, as well as 

reporting the federal deficit. Financial accounting information is 

intended to provide a picture of the government’s financial operations 

and financial position on an accrual basis. The accrual basis includes 

information about costs arising from the consumption of assets 

and the incurrence of liabilities. The reconciliation of net outlays, 

presented on a budgetary basis, and the net cost, presented on an 

accrual basis, provides an explanation of the relationship between 

budgetary and financial accounting information. The reconciliation 

serves not only to identify costs paid for in the past and those that will 

be paid in the future, but also to assure integrity between budgetary 

and financial accounting. 
SECTION THREE 116 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The reconciliation for the period ending September 30, 2023 and 2022 is as follows:

At September 30, 2023, Dollars in Thousands

RECONCILIATION OF NET OPERATING COST AND 

NET BUDGETARY OUTLAYS INTRAGOVERNMENTAL

OTHER THAN 

INTRAGOVERNMENTAL TOTAL

Net Operating Cost $ 939 $ 826,658 $ 827,597

Components of Net Operating Cost Not Part of the Budgetary Outlays

Property, plant, and equipment depreciation expense - (159,488) (159,488)

Property, plant, and equipment disposals & reevaluation - 34 34

Cost of goods sold - (2,964) (2,964)

Gains/Losses on all other investments - (118) (118)

Increase/(decrease) in assets:

Accounts receivable, net (49) 365 316

Securities and Investments 455 - 455

Other assets - 280,785 280,785

(Increase)/decrease in liabilities:

Accounts payable 706 (922) (216)

Environmental and disposal liabilities - (87,776) (87,776)

Federal employee and veteran benefits payable - 5,106 5,106

Federal debt and interest payable - 24 24

Other Liabilities - (15,661) (15,661)

Financing Sources:

Imputed Cost (39,372) - (39,372)

Total Components of Net Operating Cost Not Part of the 

Budget Outlays $ (38,260) $ 19,385 $ (18,875)

Components of the Budget Outlays That Are Not Part of Net 

Operating Cost

Acquisition of capital assets - $185,162 $185,162

Acquisition of inventory - 3,297 3,297

Financing Sources:

Transfers out (in) without reimbursements - (12) (12)

Total Components of the Budgetary Outlays That Are Not Part of Net 

Operating Cost $ - $ 188,447 $ 188,447

Misc. Items

Custodial/Non-exchange revenue - (467) (467)

Appropriated Receipts for Trust/Special Funds - 54 54

Total Other Reconciling Items $ - $ (413) $ (413)

Net Outlays (Calculated Total) $ (37,321) $ 1,034,077 $ 996,756

Budgetary Agency Outlays, net

Budgetary Agency Outlays, net $ 996,756
SECTION THREE 117 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

At September 30, 2022, Dollars in Thousands

RECONCILIATION OF NET OPERATING COST AND 

NET BUDGETARY OUTLAYS INTRAGOVERNMENTAL

OTHER THAN 

INTRAGOVERNMENTAL TOTAL

Net Operating Cost $ (16,461) $ 721,573 $ 705,112

Components of Net Operating Cost Not Part of the Budgetary Outlays

Property, plant, and equipment depreciation expense - (149,529) (149,529)

Property, plant, and equipment disposals & reevaluation - (4) (4)

Cost of goods sold - (841) (841)

Increase/(decrease) in assets:

Accounts receivable, net 4 (28) (24)

Securities and Investments 74 - 74

Other assets - 1,921 1,921

(Increase)/decrease in liabilities:

Accounts payable (2,919) (37,267) (40,186)

Environmental and disposal liabilities - (4,400) (4,400)

Federal employee and veteran benefits payable - 3,247 3,247

Federal debt and interest payable - 22 22

Financing Sources:

Imputed Cost (26,955) - (26,955)

Total Components of Net Operating Cost Not Part of the 

Budget Outlays $ (29,796) $ (186,879) $ (216,675)

Components of the Budget Outlays That Are Not Part of Net 

Operating Cost

Acquisition of capital assets $ - $ 250,540 $ 250,540

Acquisition of inventory - 257 257

Financing Sources:

Transfers out (in) without reimbursements - (1,135) (1,135)

Total Components of the Budgetary Outlays That Are Not Part of Net 

Operating Cost $ - $ 249,662 $ 249,662

Misc. Items

Custodial/Non-exchange revenue - (51) (51)

Appropriated Receipts for Trust/Special Funds - 17 17

Total Other Reconciling Items $ - $ (34) $ (34)

Net Outlays (Calculated Total) $ (46,257) $ 784,322 $ 738,065

Budgetary Agency Outlays, net

Budgetary Agency Outlays, net $ 738,065

Components of Net Operating Cost Not a Part of the Budgetary 

Outlays reflects the budgetary resources used to finance the AOC’s 

activities, but not paid. The Net Operating Cost is reported net of any 

earned revenue and other financing sources (e.g., donated property or 

imputed costs). Components of the Budgetary Outlays Not Part of the 

Net Operating Cost includes resources used to finance the activities 

of the entity to account for items that were included in budgetary 

outlays but were not part of the SNC. This item includes budgetary 

outlays recognized in the current period that do not affect the net cost 

of operations (e.g., an acquisition of assets reflected in net obligations 

but not in SNC). The Reconciliation of Net Cost to Net Outlays explains 

the relationship between the entity’s net outlays on a budgetary basis 

and the net cost of operations during the reporting period. See Note 

1 and Note 14 for the explanation of the increase in the Other Than 

Intragovernmental Account Payable.
SECTION THREE 118 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

NOTE 24

COVID-19 Activity

During FY 2020, the AOC received supplemental appropriations totaling $25 million as part of the CARES Act. Supplemental CARES Act funding 

provided additional cleaning supplies and services, COVID-19-related overtime, temporary employee hires and authorized payments to AOC service 

contractors made in accordance with Section 19005(a) of the CARES Act. Additionally, and in accordance with the AOC’s general transfer authority 

under 2 U.S.C. § 1862 and 31 U.S.C. § 1532, the AOC received approval from the Senate Appropriations Committee to transfer up to $2 million from 

other appropriations to the CCO account (see Note 1.G). This transfer was requested to allow the AOC to continue funding contractor reimbursements 

pursuant to Section 3610 of the CARES Act. As a result, AOC transferred $1 million in FY 2020 and FY 2021 respectively.

In FY 2021 P.L. 117-31 provided Emergency Supplemental Appropriation for approximately $22 million to the AOC to cover necessary expenses to 

“prevent, prepare for, and respond to coronavirus”. As authorized by this P.L., approximately $9.4 million was transferred to other appropriations in 

FY 2022 to restore funds that were used for the COVID-19 response.

The following tables depicts available funding and spending by program activity:

Dollars in Thousands

EMERGENCY SUPPLEMENTAL APPROPRIATION 2023 2022

Budgetary Resources:

Unobligated (and unexpired) Balance Carried Forward from PY $ - $ 19,432

Rescissions (-)/Other Changes (+/-) to Budgetary Resources (9,354)

Budgetary Resources Obligated (-)

Service Contracts - (2,279)

Other Contracts - (7,799)

Total Budgetary Resources Obligated (-) - (10,078)

Budgetary Resources: Ending Unobligated (and unexpired) Balance to Be Carried Forward $ - $ -

Outlays

Service Contracts 184 1,904

Other Contracts 408 9,617

Total Outlays, Net $ 592 $ 11,521

Dollars in Thousands

CARES ACT 2023 2022

Budgetary Resources:

Budgetary Resources Obligated (-)

Supplies and Services $ - $ -

Total Budgetary Resources Obligated (-) - -

Budgetary Resources: Ending Unobligated (and unexpired) Balance to Be Carried Forward $ - $ -

Outlays

Supplies and Services - 880

Contract Payments - 182

Total Outlays, Net $ - $ 1,062

Additional footnotes discussing COVID-19 related impacts are Note 4: Cash and Undeposited Collections; Note 7: Inventory and Related Property, Net; 

Note 11: Liabilities Not Covered by Budgetary Resources; and Note 19: Reconciliation of SCNP Appropriations to SBR.

-
SECTION THREE 119 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

This page is intentionally left blank.
SECTION THREE 120 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Required Supplementary Information

A: COMBINING SCHEDULE OF BUDGETARY RESOURCES

Dollars in Thousands TOTAL 

CAPITAL 

CONSTRUCTION 

AND 

OPERATIONS 

CAPITOL 

BUILDING 

CAPITOL 

GROUNDS AND 

ARBORETUM 

For the Year Ending September 30, 2023:

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 20) $ 501,857 $ 18,852 $ 41,554 $ 19,155 

Appropriations (Note 19) 1,344,302 145,843 80,589 16,419 

Borrowing Authority 2,283 — — — 

Spending Authority From Offsetting Collections 63,961 1,119 385 — 

Total Budgetary Resources $ 1,912,403 $ 165,814 $ 122,528 $ 35,574 

Status of Budgetary Resources

New Obligations and Upward Adjustments (Total) $ 948,650 $ 153,670 $ 47,381 $ 22,155 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 930,192 5,070 74,639 12,320 

Unexpired Unobligated Balance, End of Year 930,192 5,070 74,639 12,320 

Expired Unobligated Balance, End of Year (Note 3) 33,561 7,073 508 1,099 

Unobligated Balance, End of Year (Total) 963,753 12,143 75,147 13,419 

Total Budgetary Resources $ 1,912,403 $ 165,813 $ 122,528 $ 35,574 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) $ 996,756 $ 138,775 $ 51,884 $ 20,876 

Agency Outlays, Net (Note 23) $ 996,756 $ 138,775 $ 51,884 $ 20,876 

For the Year Ending September 30, 2022:

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 20) $ 849,209 $ 23,971 $ 41,123 $ 19,939 

Appropriations (Note 19) 788,347 139,117 42,579 15,254 

Borrowing Authority 3,507 — — — 

Spending Authority From Offsetting Collections 68,492 769 396 — 

Total Budgetary Resources $ 1,709,555 $ 163,857 $ 84,098 $ 35,193 

Status of Budgetary Resources

New Obligations and Upward Adjustments (Total) $ 1,242,031 $ 150,938 $ 46,370 $ 16,687 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 435,852 6,570 37,239 17,482 

Unexpired Unobligated Balance, End of Year 435,852 6,570 37,239 17,482 

Expired Unobligated Balance, End of Year (Note 3) 31,672 6,349 489 1,024 

Unobligated Balance, End of Year (Total) 467,524 12,919 37,728 18,506 

Total Budgetary Resources $ 1,709,555 $ 163,857 $ 84,098 $ 35,193 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) $ 738,065 $ 138,028 $ 46,937 $ 15,922 

Agency Outlays, Net (Note 23) $ 738,065 $ 138,028 $ 46,937 $ 15,922 
SECTION THREE 121 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

CAPITOL 

POLICE 

BUILDINGS, 

GROUNDS AND 

SECURITY 

CAPITOL 

POWER PLANT 

HOUSE OFFICE 

BUILDINGS

LIBRARY 

BUILDINGS 

AND GROUNDS 

SENATE OFFICE 

BUILDINGS 

SUPREME 

COURT 

BUILDING AND 

GROUNDS 

U.S. BOTANIC 

GARDEN 

U.S. CAPITOL 

VISITOR CENTER 

$ 126,113 $ 41,384 $ 75,758 $ 65,396 $ 45,177 $ 35,350 $ 25,055 $ 8,063 

402,907 166,951 122,279 144,220 184,596 29,246 23,560 27,692 

— — — — — 2,283 — — 

1,080 9,944 4,312 22,927 91 16,910 1 7,192 

$ 530,100 $ 218,279 $ 202,349 $ 232,543 $ 229,864 $ 83,789 $ 48,616 $ 42,947 

$ 144,148 $ 121,572 $ 134,711 $ 98,280 $ 108,167 $ 60,432 $ 24,726 $ 33,408 

382,561 83,242 64,458 132,906 120,101 23,358 22,147 9,390 

382,561 83,242 64,458 132,906 120,101 23,358 22,147 9,390 

3,391 13,465 3,180 1,358 1,595 — 1,744 148 

385,952 96,707 67,638 134,264 121,696 23,358 23,891 9,538 

$ 530,100 $ 218,279 $ 202,349 $ 232,544 $ 229,863 $ 83,790 $ 48,617 $ 42,946 

$ 330,270 $ 105,515 $ 162,623 $ 34,558 $ 100,143 $ 7,890 $ 18,901 $ 25,321 

$ 330,270 $ 105,515 $ 162,623 $ 34,558 $ 100,143 $ 7,890 $ 18,901 $ 25,321 

$ 390,650 $ 42,566 $ 147,301 $ 74,975 $ 55,212 $ 27,591 $ 18,076 $ 7,805 

62,389 114,598 203,423 64,544 81,977 14,434 24,463 25,569 

— — — — — 3,507 — — 

2,510 9,567 9,072 2,268 3,789 38,420 — 1,701 

$ 455,549 $ 166,731 $ 359,796 $ 141,787 $ 140,978 $ 83,952 $ 42,539 $ 35,075 

$ 332,090 $ 129,295 $ 289,332 $ 78,186 $ 102,363 $ 50,380 $ 18,190 $ 28,200 

120,683 24,173 67,372 62,362 37,591 33,572 22,392 6,416 

120,683 24,173 67,372 62,362 37,591 33,572 22,392 6,416 

2,776 13,263 3,092 1,239 1,024 — 1,957 459 

123,459 37,436 70,464 63,601 38,615 33,572 24,349 6,875 

$ 455,549 $ 166,731 $ 359,796 $ 141,787 $ 140,978 $ 83,952 $ 42,539 $ 35,075 

$ 39,492 $ 114,973 $ 193,417 $ 58,152 $ 101,935 $ (13,055) $ 16,090 $ 26,174 

$ 39,492 $ 114,973 $ 193,417 $ 58,152 $ 101,935 $ (13,055) $ 16,090 $ 26,174 
SECTION THREE 122 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

B. Deferred Maintenance and Repairs

The AOC oversees more than 18.5 million square feet of facilities 

and more than 570 acres of grounds. The agency is responsible for 

ensuring that the historic facilities and grounds entrusted to its care 

remain in a safe and suitable condition for the current and future 

needs of Congress, the Supreme Court and the American public.

The Federal Accounting Standards Advisory Board’s (FASAB) 

Statement of Federal Financial Accounting Standards 42, Deferred 

Maintenance and Repairs defines deferred maintenance and repairs 

(DM&R) as maintenance and repairs that were not performed when 

they should have been, or were scheduled, and are delayed for a 

future period. This standard requires federal entities to discuss: 

(1) maintenance and repairs policies, (2) how maintenance and 

repairs activities are ranked and prioritized, (3) factors considered in 

determining acceptable condition standards, (4) whether DM&R relate 

solely to capitalized general property, plant and equipment (PP&E) 

and stewardship PP&E or also to noncapitalized or fully depreciated 

general PP&E, (5) PP&E for which management does not measure and/

or report DM&R and the rationale, (6) beginning and ending DM&R 

balances by category, and (7) significant changes from the prior year.

To meet this standard, the AOC tracks DM&R for four categories 

of capitalized assets: buildings and other structures, grounds (i.e., 

stewardship land), heritage assets and capitalized equipment. 

Noncapitalized and fully depreciated PP&E are excluded from 

the DM&R estimate. While the AOC tracks DM&R on capitalized 

equipment, the value of these deferred activities is often immaterial. 

In FY 2023, there was no material DM&R to be reported for 

capitalized equipment.

The AOC defines its acceptable level of condition to be “good to 

very good” based on the Facility Condition Index (FCI). The index is 

based upon the facility replacement values, which the AOC updates 

annually, and identified DM&R. The AOC uses Facility Condition 

Assessments (FCA) to evaluate the assets’ condition and to identify 

deferred maintenance, capital renewal, capital improvements and 

capital construction work elements. The FCA tracks maintenance and 

repairs activities as work elements that are scheduled for completion. 

Rank and prioritization for the work elements are based on the 

scheduled year and project risk (which is scored as low, medium, 

high and critical). The FCA cost models are considered early planning 

estimates to identify liabilities. The focus of this disclosure is solely 

DM&R, as identified through the FCAs, and excludes capital renewal, 

capital improvements and capital construction work elements. 

Nonetheless, the AOC monitors capital renewal work elements that, if 

not funded, could become deferred maintenance in the near future. 

Capital renewal work elements, identified within a five-year period, 

are combined with DM&R. This figure is referred to as backlog. The 

AOC completed an initial FCA on most buildings and grounds under 

its stewardship. The AOC continues to complete and update the FCAs 

for all of its facilities. As a result, the FCAs for some of these facilities 

are underway or in the planning stages.

The AOC’s estimate of the amount of DM&R work required to bring 

facilities to a “good” condition, based on the FCI, was $951 million 

for the fiscal year ending September 30, 2023.8 This $807 thousand 

decrease from the FY 2022 amount resulted from completion of 

deferred maintenance work elements and adjustments in facility 

condition data as a result of ongoing facility surveys.

8 The AOC aims to maintain its assets in at least good condition. Condition is 

defined by the FCI, which is calculated as the cost of deferred maintenance 

divided by the current replacement value. A ratio of less than 0.02 is considered 

very good, 0.02 to 0.05 is judged good, 0.05 to 0.10 is deemed fair and more 

than 0.10 is considered poor. The AOC’s goal is to attain a ratio of less than 0.05 

(or good condition) for its assets. Although a system may be rated as being 

in good condition, individual assets within that system may require deferred 

maintenance and repair related work to return the asset to an acceptable 

operating condition.

Deferred Maintenance and Repairs required to achieve “good” condition (Dollars in Thousands)

CATEGORY AS OF 9/30/2022 AS OF 9/30/2023 CHANGE

Buildings and Other Structures $ 856,049 $ 846,072 $ (9,977)

Grounds $ 89,992 $ 98,123 $ 8,131

Heritage Assets $ 6,020 $ 7,059 $ 1,039

Capitalized Equipment - - -

Total $ 952,061 $ 951,254 $ (807)
SECTION THREE 123 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

C. Heritage Assets

INTRODUCTION

The AOC is the steward of heritage assets located throughout the 

Capitol campus. In addition to the buildings and landscape, these 

assets include fine and decorative art, architectural features, outdoor 

sculpture, landscape features and fixtures, living botanical assets, 

memorial trees, archival records and reference material. Many of these 

assets are national treasures.

The Curator Division manages the resources provided by Congress for 

the conservation of art and the preservation of other heritage assets 

such as architectural drawings and photographs. The AOC follows 

professional standards established by the American Institute for 

Conservation and the National Archives and Records Administration. 

The Curator prepares recommendations to the Joint Committee on 

the Library regarding the acquisition and placement of works of art 

and shares responsibility with the Senate and House curators for the 

care of collectible fine and decorative art. The Curator also provides 

advice to the operational jurisdictions on projects and contracts 

that involve heritage asset preservation issues. Curator Division 

staff members support projects by conducting historical research 

and providing reproductions of photographs, architectural and 

engineering drawings, records, specifications and reports. 

The Historic Preservation Officer is responsible for implementing 

the preservation policy and standards for the historic buildings, 

structures, monuments, memorials, cultural landscapes, architectural 

decorative art, views and vistas, archaeological resources and 

stored architectural materials under the agency’s care. The Historic 

Preservation Officer works closely with the Curator to document, 

research and provide information about buildings, architectural 

features and architectural decorative art, as well as to review projects 

and develop specifications. When conservation work is required, the 

AOC contracts with professional fine art conservators for necessary 

treatments. All conservation efforts are fully documented in reports 

maintained by the Curator.

The Curator also maintains detailed records for each work of art and 

manages computerized inventories of heritage assets.9

 Within the 

Curator Division, the Records Management and Archives Branch 

preserves historic architectural and engineering drawings and 

textual records and creates records policies. The Photography and 

Technical Imaging Branch (PTIB) documents facilities, projects, 

heritage assets and congressional events, and manages and preserves 

photographic archives. Records are maintained on the Capitol 

campus when appropriate, while more fragile records, including 

microfilm and photographic negatives, are stored off-site in stable and 

secure conditions.

9 The AOC uses The Museum System collection management software to maintain 

an inventory of heritage assets.

HISTORIC BUILDINGS AND STRUCTURES

The AOC is responsible for maintaining the historic buildings and 

structures on the Capitol campus. Appendix B lists the major 

facilities under the agency’s stewardship. Those facilities deemed 

to be multipurpose heritage assets (i.e., heritage assets that are 

primarily used for general government operations) are assigned a 

cost on the Balance Sheet and presented under General Property, 

Plant and Equipment, Net. Typically, historic buildings and structures 

are added to or withdrawn from the AOC’s portfolio through 

congressional action.

STEWARDSHIP LANDS AND CULTURAL LANDSCAPES

The AOC-administered stewardship lands encompass more than 570 

acres of grounds. This includes Capitol Square, the approximately 

286 acres of grounds immediately surrounding the U.S. Capitol 

designed by American landscape architect Frederick Law Olmsted.

In addition, the AOC’s cultural landscapes include the Summerhouse, 

Senate Park, Senate office building sites and courtyards, House office 

building sites and courtyards, East and West House Underground 

Garages, U.S. Botanic Garden, Bartholdi Fountain and Garden, USBG 

Administration Building site, Union Square, Jefferson Building site, 

Adams Building site, Madison Building site, Supreme Court of the 

United States site, Marshall Building site and memorial trees planted 

on the U.S. Capitol Grounds. The AOC also supports a campus in 

Culpeper, Virginia, for audiovisual conservation, and another in Fort 

Meade, Maryland, for the Library of Congress book storage modules. 

In accordance with the AOC’s authorizing legislation, the land is held 

predominantly for conservation and preservation purposes. Typically, 

units of stewardship land are added to or withdrawn from the AOC’s 

portfolio through congressional action. The AOC does not have any 

leased land. 

TOTAL STEWARDSHIP LAND AS OF SEPTEMBER 30, 2023

STEWARDSHIP LAND 

AND CULTURAL 

LANDSCAPES

CONSERVATION 

AND 

PRESERVATION OPERATIONAL COMMERCIAL USE

TOTAL LAND 

ACRES

Stewardship 

Land Acres

466 107 0 573

Memorial trees are living heritage assets planted to honor 

distinguished citizens, groups and events. Memorial trees are added 

through congressional action. More information about the memorial 

trees are available online.

MEMORIAL 

TREES

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE GENERAL CONDITION

Memorial 

Trees 151 153 21 Poor to Excellent

1

 In FY 2023, memorial trees were planted to commemorate Frederick Law 

Olmsted and former Senate Librarian Leona Faust.
SECTION THREE 124 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

GENERAL CONDITION STANDARDS

The AOC has defined condition standards based on principles and 

guidance from the American Institute for Conservation. The AOC 

performs periodic condition surveys to document and preserve 

heritage assets. Because many of the heritage assets are in working 

offices and public spaces rather than in a museum setting, the 

AOC must closely monitor the assets to prevent damage. Outdoor 

sculptures and fixtures exposed to weather and pollutants require 

regular conservation, follow-up inspections and periodic maintenance 

treatments. The table Heritage Assets Condition Rating Scales

summarizes the condition survey rating scales.

Heritage Assets Condition Rating Scales

CONDITION RATING SCALE DEFINITION PRIORITY

Heritage Assets

Poor Asset exhibits, or is in danger of, structural damage or loss. Requires major conservation or repair to 

achieve structural and aesthetic integrity. High

Fair Asset is structurally sound but requires major conservation to improve aesthetic integrity. Medium

Good Asset is structurally sound and retains aesthetic integrity. Requires minor conservation. Low

Excellent

Asset is new or has been conserved as close to its original condition and appearance as possible, 

or a conservator has determined that no conservation treatment is needed. Requires only 

routine maintenance.

No Conservation 

Treatment Needed

Historic Paper Records

Poor Records are not yet stored in archives or their preservation is endangered. High

Fair Records are preserved in secure and stable conditions in archives. Medium

Good Records are accessioned and placed in acid-free containers. Low

Excellent Records are fully processed and stored in archival folders with all major preservation 

problems addressed. No Treatment Needed

Photographic Records

Poor Film photographs are not in secure storage or digital files are not identified, readable or backed up. High

Fair Records are in secure storage, subject is identified, and image is backed up. Medium

Good Negatives are properly housed, and inventoried or digital files are batch-captioned and backed up in 

multiple locations. Low

Excellent Negatives are stored off-site in archival conditions or digital files are fully captioned with images 

backed up in multiple locations with routine data migration. No Treatment Needed

COLLECTIBLE HERITAGE ASSETS

In the following tables, organized by operational jurisdiction, 

footnotes explain changes in condition or inventory count.

1. Capitol Building

The U.S Capitol is an important example of neoclassical architecture. 

While a working building, the U.S. Capitol is also considered a museum 

of American art and history with millions of visitors each year.

1.1. Fine Art

This collection includes unique works of art that are not permanently 

attached to or designed for the structure (i.e., collectibles). They 

are separated into works that are under the jurisdiction of the Joint 

Committee on the Library and cared for by the AOC (“joint art”), and 

those that were originally accepted by the Joint Committee on the 

Library and are joint in subject matter or acquisition (“possibly joint”). 

The possibly joint assets are in the Senate and House wings of the U.S. 

Capitol and in many cases are part of the Senate or House collections 

and cared for by the Senate and House curators.

1.1.1. Interior Sculpture

These artworks consist primarily of bronze and marble statues in the 

National Statuary Hall Collection. This collection was established in 

1864 and completed in 2005. Each state is allowed to include two 

statues in the collection. Periodically, states remove and replace 

statues. In FY 2011, a long-range annual conservation maintenance 

contract for sculpture was implemented. By the end of FY 2023, most 
SECTION THREE 125 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

statues have received at least four rounds of maintenance and are in 

excellent condition.

SCULPTURE

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

1.1.1.1 National Statuary 

Hall Statues1 99 99 - Excellent

1.1.1.2 Other Statues 10 10 - Excellent

1.1.1.3 Possibly Joint 

Statues 3 3 - Good

1.1.1.4 Busts 16 16 - Fair to 

Excellent 

1.1.1.5 Possibly Joint Busts 21 21 - Good

1.1.1.6 Other (Maquettes, 

etc.)2 86 86 - Poor to Excellent

1

 The statue of Willa Cather was added to the National Statuary Hall Collection in June 

2023. The statue of Julius Sterling Morton was removed from the collection.

2

 The statuette Freedom’s Child was added to the collection in FY 2023. The maquette 

of Architect Benjamin Henry Latrobe by Raymond Kaskey was never formally offered 

or accepted by the Joint Committee on the Library and therefore removed from the 

collection in FY 2023. 

1.1.2. Framed Oil Paintings

Framed oil paintings under the AOC’s stewardship include portraits 

of former Architects of the Capitol and other paintings. Many of the 

frames for these paintings are also heritage assets.

PAINTINGS

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

1.1.2.1 Portraits 19 19 - Good to 

Excellent

1.1.2.2 Possibly Joint 

Portraits 26 26 - Fair to Excellent

1.1.2.3 Paintings Other 

Than Portraits 12 12 - Good to Excellent

1.1.2.4 Possibly Joint 

Paintings 23 23 - Excellent

1.1.3. Works of Art on Paper

The AOC is the steward of works on paper primarily related to the U.S. 

Capitol. This collection is used for research and reference purposes 

and is generally not on display.

WORKS OF ART 

ON PAPER

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

1.1.3.1 Watercolors 6 6 - Good

1.1.3.2 Prints and 

Drawings 72 72 - Poor to Excellent

1.1.3.3 Sketches for Murals Approx. 

232

Approx. 

232 - Fair to Excellent

1.2. Decorative Art

Decorative art ranges from objects of great craftsmanship and 

historical importance to mass-produced objects. Often the name of 

the designer or maker is unknown. Conservation treatment may be 

appropriate for the highest level of decorative art.

DECORATIVE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

1.2.1 Gilded Mirror 

Frames1 91 91 - Poor to Excellent

1.2.2 Historic Furniture 39 39 - Fair to Good

1.2.3 Antique Clocks 10 10 - Good to 

Excellent

1.2.4 Textiles 2 2 - Good

1

 This inventory primarily includes frames in the House side of the Capitol. The Senate 

Curator is responsible for the inventory and conservation of Senate mirror frames.

1.3. Architectural Fine Art

This category of fine art is part of the fabric of a structure, 

permanently attached to a structure or building systems, or 

designed as part of an architectural space.

ARCHITECTURAL 

FINE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION 

1.3.1 Pediments (exterior) 3 3 - Fair to 

Excellent

1.3.2 Statues (interior and 

exterior) 6 6 - Good to Excellent

1.3.3 Plaster Model of 

Sculpture 3 3 - Excellent

1.3.4 Sculptured Stair 

Railings 4 4 - Excellent

1.3.5 Reliefs 39 39 - Good

1.3.6 Sculptured Bronze 

Doors (sets) (interior 

and exterior)

4 4 - Excellent

1.3.7 Plaques 31 31 - Fair to 

Excellent

1.3.8 Stained Glass 16 16 - Poor to Good

1.3.9 Rotunda Paintings 8 8 - Fair to 

Excellent1

1.3.10 Rooms or Spaces 

with Fine Art Murals 84 842 - Fair to Excellent3

1

 Air pockets have continued to increase in size on the paintings Landing of Columbus and 

Discovery of the Mississippi by DeSoto, which will require deinstallation for structural 

and cosmetic treatment. Conservation planning is in progress. 

2

 Each room or space may contain multiple sections of murals in vaults and lunettes with 

individual mural scenes or figures. There are hundreds of images painted on the U.S. 

Capitol’s walls. Mural conservation has been ongoing since 1981 and most murals are in 

at least “good” condition.

3

 Conservation of gilding and plaster work of north section ceiling in S-213 is complete. 

Conservation of remaining sections is in progress. Mural conservation pilot of south wall 

lunette was completed in FY 2023. Murals in H-212 were treated in FY 2023. Murals in 

H-157 were treated in FY 2023.
SECTION THREE 126 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

THE NATIONAL STATUARY HALL COLLECTION

The National Statuary Hall Collection is comprised of statues (two representing each state) that honor historically notable individuals. The collection currently 

consists of 99 statues. Virginia removed the statue of Robert E. Lee in FY 2021 and is creating a replacement statue of Barbara Rose Johns. Additional information 

on pending changes to the collection is included in the Capitol Highlights. Preserving History and Celebrating Diversity in National Statuary Hall. 

The AOC is responsible for the care and preservation of these heritage assets, listed below by state and year added. All were assessed to be in excellent condition 

at the close of the fiscal year.

Capitol Highlights

STATUE STATE YEAR

Helen Keller Alabama 2009

Joseph Wheeler Alabama 1925

Edward Lewis Bartlett Alaska 1971

Ernest Gruening Alaska 1977

Barry Goldwater Arizona 2015

Eusebio Kino Arizona 1965

James Paul Clarke Arkansas 1921

Uriah Milton Rose Arkansas 1917

Ronald Wilson Reagan California 2009

Father Junipero Serra California 1931

Florence R. Sabin Colorado 1959

John L. Swigert Jr. Colorado 1997

Roger Sherman Connecticut 1872

Jonathan Trumbull Connecticut 1872

John Middleton Clayton Delaware 1934

Caesar Rodney Delaware 1934

Mary McLeod Bethune Florida 2022

John Gorrie Florida 1914

Crawford W. Long Georgia 1926

Alexander Hamilton 

Stephens

Georgia 1927

Father Damien Hawaii 1969

Kamehameha I Hawaii 1969

William Edgar Borah Idaho 1947

George Laird Shoup Idaho 1910

James Shields Illinois 1893

Frances E. Willard Illinois 1905

Oliver Hazard Perry 

Morton

Indiana 1900

Lewis Wallace Indiana 1910

Dr. Norman E. Borlaug Iowa 2014

Samuel Jordan 

Kirkwood

Iowa 1913

Amelia Earhart Kansas 2022

Dwight D. Eisenhower Kansas 2003

Henry Clay Kentucky 1929

STATUE STATE YEAR

Ephraim McDowell Kentucky 1929

Huey Pierce Long Louisiana 1941

Edward Douglass White Louisiana 1955

Hannibal Hamlin Maine 1935

William King Maine 1878

Charles Carroll Maryland 1903

John Hanson Maryland 1903

Samuel Adams Massachusetts 1876

John Winthrop Massachusetts 1876

Lewis Cass Michigan 1889

Gerald R. Ford Jr. Michigan 2011

Henry Mower Rice Minnesota 1916

Maria L. Sanford Minnesota 1958

Jefferson Davis Mississippi 1931

James Zachariah 

George

Mississippi 1931

Francis Preston Blair Missouri 1899

Harry S. Truman Missouri 2022

Jeannette Rankin Montana 1985

Charles Marion Russell Montana 1959

Willa Cather Nebraska 2023

Chief Standing Bear Nebraska 2019

Patrick Anthony 

McCarran

Nevada 1960

Sarah Winnemucca Nevada 2005

John Stark New Hampshire 1894

Daniel Webster New Hampshire 1894

Philip Kearny New Jersey 1888

Richard Stockton New Jersey 1888

Dennis Chavez New Mexico 1966

Po’pay New Mexico 2005

George Clinton New York 1873

Robert R. Livingston New York 1875

Charles Brantley Aycock North Carolina 1932

Zebulon Baird Vance North Carolina 1916

John Burke North Dakota 1963

STATUE STATE YEAR

Sakakawea North Dakota 2003

Thomas Edison Ohio 2016

James A. Garfield Ohio 1886

Will Rogers Oklahoma 1939

Sequoyah Oklahoma 1917

Jason Lee Oregon 1953

John McLoughlin Oregon 1953

Robert Fulton Pennsylvania 1889

John Peter Gabriel 

Muhlenberg

Pennsylvania 1889

Nathanael Greene Rhode Island 1870

Roger Williams Rhode Island 1872

John Caldwell Calhoun South Carolina 1910

Wade Hampton South Carolina 1929

William Henry Harrison 

Beadle

South Dakota 1938

Joseph Ward South Dakota 1963

Andrew Jackson Tennessee 1928

John Sevier Tennessee 1931

Stephen Austin Texas 1905

Sam Houston Texas 1905

Philo T. Farnsworth Utah 1990

Brigham Young Utah 1950

Ethan Allen Vermont 1876

Jacob Collamer Vermont 1881

Statue to be replaced Virginia

George Washington Virginia 1934

Mother Joseph Washington 1980

Marcus Whitman Washington 1953

John E. Kenna West Virginia 1901

Francis Harrison 

Pierpont

West Virginia 1910

Robert M. La Follette Wisconsin 1929

Jacques Marquette Wisconsin 1896

Esther Hobart Morris Wyoming 1960

Chief Washakie Wyoming 2000
SECTION THREE 127 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

1.4. Architectural Decorative Art

Architectural decorative art is part of the fabric of a structure, 

permanently attached to a structure or building systems or designed 

as part of an architectural space. Decorative art ranges from objects 

of great craftsmanship and historical importance to mass-produced 

objects. Often the name of the designer or maker is unknown. 

Conservation treatment may be appropriate for the highest level 

of decorative art. Approximate numbers are based on the Capitol 

Building Superintendent’s inventory. Only about a third of the lighting 

fixtures are historic heritage assets appropriate for restoration. The 

more utilitarian fixtures are at times moved or replaced.

ARCHITECTURAL 

DECORATIVE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION 

1.4.1 Mantels Approx.

167

Approx.

167 - Good

1.4.2 Chandeliers1 Approx. 

285

Approx. 

285 - Good to Excellent

1.4.3 Pendant Lights Approx.

155

Approx. 

155 - Good

1.4.4 Sconces Approx. 

100

Approx. 

100 - Good

1.4.5 Rooms or Spaces 

With Decorative 

Murals 

48 48 - Fair to 

Excellent

1

 This category refers to crystal chandeliers in the U.S. Capitol.

1.5. Architectural Features

Historic architectural features include woodwork, shutters, columns, 

capitals, brackets, historic floors (e.g., the U.S. Capitol’s Minton tile 

floors) and special architectural surfaces (e.g., marble and scagliola). 

The Capitol Building Superintendent or the Senate Sergeant at Arms 

maintains these assets. While an accurate count of these features does 

not exist, their numbers are large. For example, there are at least 450 

interior columns and pilasters with carved capitals. In recent years, 

special attention has been paid to the restoration of historic scagliola.

2. U.S. Capitol Grounds and Arboretum

The U.S. Capitol Grounds and Arboretum covers the land on which 

the U.S. Capitol, Senate and House office buildings and Capitol Power 

Plant reside. The grounds include sculpture, monuments and living 

assets such as trees and plantings. Heritage assets include ornamental 

fountains, drinking fountains, outdoor seating, stone retaining walls 

and light fixtures.

2.1. Outdoor Sculpture

OUTDOOR SCULPTURE

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION 

2.1.1 Monuments/Statues 4 4 - Excellent

2.1.2 Fountains With 

Sculpture

1 1 - Good 

2.1.3 Plaques 5 5 - Good 

2.2. Landscape Features and Fixtures (including fixtures on 

the exterior of the U.S. Capitol)

LANDSCAPE FEATURES 

AND FIXTURES 

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION

2.2.1 Urns 20 20 - Good

2.2.2 Lighting Fixtures Approx. 

166

Approx. 

166 - Fair to Excellent

2.2.3 Basins With 

Fountains 2 2 - Excellent

3. House Office Buildings

There are four major office buildings for the House of Representatives: 

the Cannon, Longworth, O’Neill and Rayburn House Office Buildings.

ARCHITECTURAL 

FINE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION 

3.1 Pediments (exterior) 1 1 - Good

3.2 Sculpture (exterior) 8 8 - Fair

3.3 Plaster Models of 

Sculpture 25 25 - Good

3.4 Architectural Models 

on Display 1 1 - Fair

3.5 Reliefs 1 1 - Good

3.6 Murals 1 1 - Good

3.7 Plaques 1 1 - Good

3.8 Monuments/Statues 2 2 - Good
SECTION THREE 128 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

4. Senate Office Buildings

There are three major office buildings for the United States Senate: the 

Russell, Dirksen and Hart Senate Office Buildings.

ARCHITECTURAL 

FINE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

4.1 Pediments (exterior) 1 1 - Fair

4.2 Sculpture 1 1 - Poor

4.3 Plaster Models of 

Sculpture 6 6 - Good

4.4 Architectural Models 

on Display 4 4 - Excellent

4.5 Maquettes, etc. 1 1 - Good

4.6 Reliefs (exterior) 51 51 - Good

4.7 Murals (rooms with) 1 1 - Excellent

5. Library Buildings and Grounds

The Library of Congress’s 1897 Thomas Jefferson Building contains 

large areas of decorative painting, relief plaster, woodwork, stonework 

and mosaic ceilings. Additional facilities include the John Adams 

Building, which is embellished with art deco-style decorative 

metal and relief stonework, and the modern James Madison 

Memorial Building.

5.1. Architectural Fine Art

ARCHITECTURAL 

FINE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

5.1.1 Statues 27 27 - Good to 

Excellent

5.1.2 Sculptured Stair 

Railings 2 2 - Good

5.1.3 Reliefs (interior) 73 73 - Good

5.1.4 Sculptured Bronze 

Doors (sets) 

(exterior)

17 17 - Excellent

5.1.5 Stained Glass/

Mosaics 17 17 - Fair to Good

5.1.6 Rooms or Spaces 

With Fine Art Murals 32 32 - Fair to Excellent

5.1.7 Sculptural Clock 1 1 - Excellent

5.1.8 Exterior Sculpture 1 1 - Fair

5.2. Outdoor Sculpture

OUTDOOR SCULPTURE

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION

5.2.1 Fountains With 

Sculpture 3 3 - Poor to Excellent1

1

 Routine maintenance was performed on the Neptune Fountain in FY 2023.

6. Supreme Court Building and Grounds

The U.S. Supreme Court of the United States is richly adorned with 

decorative carvings in marble and wood, decorative metal and plaster 

work and decorative painting.10

ARCHITECTURAL 

FINE ART

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE 

GENERAL 

CONDITION 

6.1 Pediments (exterior) 2 2 - Excellent

6.2 Sculpture (exterior) 2 2 - Excellent

6.3 Reliefs 4 4 - Good

6.4 Light Posts with 

Reliefs (exterior) 2 2 - Poor to Fair

6.5 Bronze Door (set) 

(exterior) 1 1 - Good

7. U.S. Botanic Garden

The USBG maintains a collection of living plants used to fulfill the 

mission of the institution. The collection is categorized as follows:

 Plants of historical or current institutional significance (e.g., 

individuals or descendants from the Wilkes Expedition, 

commemorative gifts from foreign governments and descendants

of plants of American historical significance)

 Plants appearing on approved permanent landscape planting plans

for the Conservatory, outside gardens, Bartholdi Gardens and the 

Production Facility

 Plants listed for rotation into permanent exhibits in the

Conservatory, outside gardens or Bartholdi Gardens

 Plants used in ongoing education programs

 Plants needed to support future exhibits or programs and whose

quality or relative unavailability in the commercial trade justifies 

inclusion in the permanent collection

 Orchid species and selected orchid cultivars

 Listed rare and endangered species received under the Convention 

on International Trade in Endangered Species of Wild Fauna and Flora 

repository agreement, through interagency transfer or by other means

10 The collectible fine art within the Supreme Court of the United States does not 

fall under the AOC’s jurisdiction and is cared for by the Curator of the Supreme 

Court of the United States.
SECTION THREE 129 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

 Medicinal plants whose quality or relative unavailability in the 

commercial trade justifies inclusion in the permanent collection

 Plants used for accent and horticultural propagation stock, 

including those obtained for trial performance under 

local conditions 

The USBG uses the plant collection for exhibition, study and exchange 

with other institutions. Noteworthy plants include economically 

significant plants, medicinal plants, orchids, cacti, succulents, aroids, 

cycads and plants from Mediterranean regions. The USBG’s gardens 

and living collections are important resources for the study of 

threatened plants and their conservation. The USBG maintains 

extensive database records of the plant collections, which track the 

location, condition and provenance of each plant. This information is 

available to the public on the USBG website. The collection is 

continually reviewed for accuracy in identification.

7.1 Outdoor Sculpture

OUTDOOR SCULPTURE

AS OF 

9/30/22

AS OF 

9/30/23 CHANGE

GENERAL 

CONDITION 

7.1 Fountains with 

Sculpture 1 1 - Good

7.2 Living Botanical Assets

The table identifies the USBG’s inventory of living botanical assets. 

Plant inventories for FY 2023 and the prior five years are provided 

to facilitate comparison. At the end of FY 2023, the USBG held 

more than 9,000 accessions including more than 42,000 individual 

plants at the Conservatory and the Blue Plains Production Facility 

in southwest Washington, D.C. The USBG maintains nearly 6,000 

unique taxa in its collections.

ALL PLANTS (INCLUDING ORCHID COLLECTION)

FY ACCESSIONS1

NAMES 

(TAXA)2 INDIVIDUALS3 DEACCESSIONS4

2018 9,105 6,041 41,470 1,017

2019 9,651 6,282 43,523 1,531

2020 9,925 6,231 57,576 386

2021 9,612 6,035 42,045 737

2022 9,310 6,031 42,857 846

2023 9,116 5,959 42,801 1,510

1

 Current number of accessions assigned to living plants. An individual accession 

number might include multiple lots (divisions) that might include multiple 

individual plants.

2

 Number of names for living plants in our database. This includes species names, 

cultivars and varieties, and is restricted to only the names for plants that are living at 

the USBG. In many cases, the USBG has numerous accessions (from different times and 

sources) of the same named plant.

3

 This number captures individual plant counts and is, thus, quite a bit higher than 

the number of accessions due to accessions that have multiple individuals (note: this 

number has a high degree of inaccuracy).

4

 Number of deaccessions during the fiscal year. This is due to plants dying or being 

composted/discarded due to disease or a change in institutional need.

Orchid Collection 

The USBG’s orchid collection contains more than 2,200 accessions 

and 2,800 individual orchids — the largest component of the USBG’s 

plant inventory.

ORCHID COLLECTION

FY ACCESSIONS

NAMES 

(TAXA) INDIVIDUALS DEACCESSIONS

2018 3,110 1,324 3,513 611

2019 2,259 1,287 3,464 983

2020 2,368 1,336 4,830 -

2021 2,474 1,366 3,604 36

2022 2,568 1,484 3,245 239

2023 2,292 1,305 2,807 571

8. Architectural and Engineering Artifacts

The AOC maintains an inventory of small architectural and 

engineering artifacts and models for research or exhibition. The AOC 

also maintains an inventory of large artifacts, such as pieces of stone 

removed from buildings or plaster models, for possible reuse or repair. 

This includes more than 150 tons of sculpture and stone removed 

from the East Front of the U.S. Capitol during its 1958 extension. 

The Curator tracks these artifacts and maintains lists of the objects 

in storage. It is not possible to provide a meaningful count, as some 

crates hold multiple pieces and some items are stored in pieces in 

multiple crates.

9. Historical Records and Reference Materials

The Records Management and Archives Branch (RMAB) manages the 

historical materials that comprise the AOC archival collection and 

creates records schedules based on archival appraisal and records 

surveys. The RMAB maintains the architectural and engineering 

drawings, textual records and electronic records in accordance with 

archival principles to facilitate ongoing preservation, access, reference 

and research. Traditional architectural and engineering drawings and 

manuscripts require special archival storage and handling because 

of their physical attributes. The RMAB maintains stable temperature 

and humidity conditions, controls access and provides security for the 

records. Microfilmed backups of many drawings are stored off-site for 

protection. Digital scans of drawings are also important backups for 

the original drawings.

9.1. Accessioned Materials 

Accessioned materials represent the permanent records that have 

been accepted into the archival collection. Once accessioned, 

these materials receive archival holdings maintenance and archival 

description. Holdings maintenance enables ongoing preservation 

and includes rehousing in acid-free folders and storage boxes and 

digitizing into archival electronic formats. Archival description 

facilitates reference and research and includes updating finding aids, 

enhancing cross-references and cataloging in the archival databases.
SECTION THREE 130 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

9.1.1. Architectural and Engineering Drawings

Beginning with plans for the construction of the U.S. Capitol in 

the early 1800s, and with primary holdings from the 1850s on, the 

architectural and engineering drawings in the archival collection 

document a wide range of subjects in various formats (e.g., pencil 

renderings, finely detailed ink and watercolor working drawings, 

polished presentation pieces, blueprints and modern computer-aided 

design drawings). These drawings are vital for current construction 

and maintenance projects, as well as for historic research. The files on 

previous projects aid the planning and development of new projects.

The AOC archives contain more than 194,000 architectural and 

engineering drawings with new materials added each year. The AOC 

has digitized approximately 60 percent of these drawings and indexed 

them in a web-based database to facilitate search and retrieval. The 

archival staff performs maintenance and basic preservation on the 

drawings, with specialized work on fragile and historic drawings 

performed by contracted conservation experts.

9.1.2. Specifications and Other Textual Records

The AOC archives maintain administrative and project records that 

document the AOC’s history, as well as the construction history of 

the buildings on the Capitol campus. These holdings date from the 

U.S. Capitol extension project in the 1850s and continue through the 

present. Of special value are the letters from artists and architects 

dating to the 1850s.

9.1.3. Electronic Archival Records 

Electronic records are generated throughout the agency. The 

records schedules apply to both paper and electronic records. The 

RMAB continues to promote the transfer of permanent electronic 

records to the archival collection where they may be preserved as 

heritage assets.

9.2. Preaccessioned Materials 

Preaccessioned materials account for all incoming materials that 

are transferred to the RMAB for the year and are categorized as 

Architectural and Engineering Drawings, Specifications and Other 

Textual Records or Electronic Archival Records. This is an important 

initial quality control step where the materials are screened before the 

RMAB formally registers the transfer as part of the archival collection. 

The screening process identifies temporary, duplicative or otherwise 

nonrecorded materials that are not appropriate for accessioning 

into the archival collection. The process also identifies issues that 

may require resolution before the transfer, such as incomplete 

transfer documentation, unarranged or partial materials and archival 

preservation issues.

9.3. Small Architectural Models 

The AOC preserves a small number of display models as part of the 

architectural record for study and possible future exhibit purposes.

9.4. Still Image Assets

The PTIB produces still image assets relating to architectural design, 

construction, renovation, maintenance and restoration of the historic 

buildings and grounds under the AOC’s care. The PTIB also documents 

major ceremonial events, works of art, and conservation projects and 

produces graphic slides, displays and videos for AOC and congressional 

use. PTIB still image assets also support the safety, security, training and 

communications offices of the AOC. The still image assets accounted 

for in this annual report are permanent historical records for the 

organization.

The AOC has an archive of more than 370,000 photographic still 

and motion images dating to the 1850s. The collection includes 

approximately 4,000 glass plates, in addition to hundreds of 

thousands of images in negative, print and digital format. Each 

unique image has a control number (one image may exist in multiple 

formats). The AOC stores most of the glass and film negatives off-site 

for long-term preservation. Digital files are systematically backed up 

and copied.

9.5. Video Assets

The PTIB produces video image assets relating to architectural 

design, construction, renovation, maintenance, and restoration 

of the historic buildings and grounds under the AOC’s care. The 

PTIB also documents major ceremonial events, works of art, and 

conservation projects and produces graphic slides, displays and still 

images for AOC and congressional use. PTIB video image assets also 

support the safety, security, training and communications offices 

of the AOC. The moving image assets accounted for in this annual 

report are permanent historical records for the organization. They 

are final edited productions combining video, audio, graphical and 

multimedia elements.

9.6, 9.7 and 9.8 Reference Files, Library Materials and 

Conservation Reports

One of the largest curatorial functions the AOC performs is 

maintaining the inventory and files for art and historical objects. The 

Curator maintains a file on each work of art, artist and room in the U.S. 

Capitol, as well as files on the buildings and architectural subjects. The 

Curator also keeps records on major ceremonies, such as joint sessions 

of Congress and inaugurations. The AOC uses these files to answer 

questions from AOC staff and contractors, the public, and Members of 

Congress and their staffs, and to provide information for fact sheets 

and publications. The U.S. Capitol Historical Society Fellowship, 

managed by the Curator, continually adds to the knowledge of the art 

and architecture of the U.S. Capitol.
SECTION THREE 131 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

RECORDS AND REFERENCE AS OF 9/30/22 AS OF 9/30/23 CHANGE GENERAL CONDITION

TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC TRADITIONAL ELECTRONIC

9.1 Accessioned Materials

9.1.1 Architectural and 

Engineering Drawings Approx. 194,172 - Approx. 194,172 - - - Fair to Excellent N/A

9.1.2 Specifications and 

Other Textual Records 

(linear feet)

Approx. 9,207.25 - Approx.

9,207.25 - - - Fair to 

Excellent N/A

9.1.3 Electronic 

Archival Records 

(megabytes [MB])

- 17,852.1 - 19,662.2 - 1,810.1 N/A N/A

9.2 Preaccessioned 

Materials

9.2.1 Architectural and 

Engineering Drawings

Rolls, small: 216 

Rolls, medium: 209 

Rolls, large: 202

-

Rolls, small: 18 

Rolls, medium: 11 

Rolls, large: 2

- N/A N/A N/A N/A

9.2.2 Specifications and 

Other Textual Records

Boxes, small: 2 

Boxes, medium: 22

Boxes, large: 1

- 

Boxes, small: -

 Boxes, medium: 82 

Boxes, large: 1 

- N/A N/A N/A N/A

9.2.3 Electronic Records (MB) - 1,076.53 - 933.86 - N/A N/A N/A

9.3 Small Architectural 

Models 18 - 18 - - - Fair N/A

9.4 Still Image Assets 376,523 - 391,882 - 15,359 - Good to 

Excellent N/A

9.5 Video Assets 36 - 86 - 50 - TBD -

9.6 Reference Files 

(drawers) 108 - 108 - - - Good N/A

9.7 Library Materials 

(volumes) 1,240 - 1,249 - 9 - Good N/A

9.8 Conservation Reports 

(notebooks) 479 - 488 - 9 - Good N/A
SECTION THREE 132 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Summary of Heritage Assets

This consolidating schedule reports the heritage assets by jurisdiction and AOC-wide.

CATEGORY

AS OF SEPTEMBER 30, 2023 AS OF SEPTEMBER 30, 2022

AOC JURISDICTION AOC JURISDICTION

Capital Construction and OperationsCapitol BuildingCapitol Grounds

and Arboretum House Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court 

Building and Grounds

U.S. Botanic GardenTotalCapital Construction and OperationsCapitol BuildingCapitol Grounds and Arboretum House Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court 

Building and Grounds

U.S. Botanic Garden

Total

Memorial Trees — — 153 — — — — — 153 — — 151 — — — — — 151 

Artwork

Fine Art

Interior Sculpture

National Statuary 

Hall Statues — 99 — — — — — — 99 — 99 — — — — — — 99

Other Statues — 10 — — — — — — 10 — 10 — — — — — — 10

Possibly Joint Statues — 3 — — — — — — 3 — 3 — — — — — — 3

Busts — 15 — 1 — — — — 16 — 16 — — — — — — 16

Possibly Joint Busts — 21 — — — — — — 21 — 21 — — — — — — 21

Other (Maquettes, etc.) — 30 — 56 — — — — 86 — — 86 — — — — 86

Subtotal — 178 — 57 — — — — 235 — 149 — 86 — — — — 235

Framed Oil Paintings

Portraits — 19 — — — — — — 19 — 19 — — — — — — 19

Possibly Joint Portraits — 26 — — — — — — 26 — 26 — — — — — — 26

Paintings Other 

Than Portraits — 12 — — — — — — 12 — 12 — — — — — — 12

Possibly Joint Paintings — 23 — — — — — — 23 — 23 — — — — — — 23

Subtotal — 80 — — — — — — 80 — 80 — — — — — — 80

Works of Art on Paper

Watercolors — 6 — — — — — — 6 — 6 — — — — — — 6

Prints and Drawings — 72 — — — — — — 72 — 72 — — — — — — 72

Sketches for Murals — 232 — — — — — — 232 — 232 — — — — — — 232

Subtotal — 310 — — — — — — 310 — 310 — — — — — — 310

Subtotal: Fine Art — 568 — 57 — — — — 625 — 539 — 86 — — — — 625

Decorative Art

Gilded Mirror Frames — 91 — — — — — — 91 — 91 — — — — — — 91

Historic Furniture — 39 — — — — — — 39 — 39 — — — — — — 39

Antique Clocks — 10 — — — — — — 10 — 10 — — — — — — 10

Textiles — 2 — — — — — — 2 — 2 — — — — — — 2

Subtotal — 142 — — — — — — 142 — 142 — — — — — — 142

Architectural Fine Art

Pediments (Exterior) — 3 — 1 — 1 2 — 7 — 3 — 1 — 1 2 — 7 

Statues/Sculpture — 6 — 8 27 1 2 — 44 — 6 — 8 27 1 2 — 44 

Plaster Models of Sculpture — 3 — 25 — 6 — — 34 — 3 — 25 — 6 — — 34 

Sculptured Stair Railings — 4 — — 2 — — — 6 — 4 — — 2 — — — 6 

Architectural Models on Display — — — 1 — 4 — — 5 — — — 1 — 4 — — 5 

Reliefs — 39 — 1 73 51 4 — 168 — 39 — 1 73 51 4 — 168 

Light Posts With 

Reliefs (Exterior) — — — — — — 2 — 2 — — — — — — 2 — 2 

Bronze Doors (Sets) — 4 — — 17 — 1 — 22 — 4 — — 17 — 1 — 22 

Plaques — 31 — 1 — — — — 32 — 31 — 1 — — — — 32 

Monuments/Statues — — — 2 — — — — 2 — — — 2 — — — — 2 

Stained Glass/Mosaics — 16 — — 17 — — — 33 — 16 — — 17 — — — 33 

Rotunda Paintings — 8 — — — — — — 8 — 8 — — — — — — 8 

Rooms or Spaces With 

Fine Art Murals — 84 — 1 32 1 — — 118 — 84 — 1 32 1 — — 118 

Maquettes — — — —* — 1 — — 1 — — — 1 — 1 — — 2 

Sculptural Clock — — — — 1 — — — 1 — — — — 1 — — — 1 

Exterior Sculpture — — — — 1 — — — 1 — — — — 1 — — — 1 

Subtotal — 198 — 40 170 65 11 — 484 — 198 — 41 170 65 11 — 485 
SECTION THREE 133 Financial Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

CATEGORY

AS OF SEPTEMBER 30, 2023 AS OF SEPTEMBER 30, 2022

AOC JURISDICTION AOC JURISDICTION

Capital Construction and OperationsCapitol BuildingCapitol Grounds

and ArboretumHouse Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court

Building and Grounds

U.S. Botanic GardenTotalCapital Construction and OperationsCapitol BuildingCapitol Groundsand ArboretumHouse Office BuildingsLibrary Buildings and GroundsSenate Office BuildingsSupreme Court

Building and Grounds

U.S. Botanic GardenTotal

Architectural Decorative Art

Mantels — 167 — — — — — — 167 — 167 — — — — — — 167 

Chandeliers — 285 — — — — — — 285 — 285 — — — — — — 285 

Pendant Lights — 155 — — — — — — 155 — 155 — — — — — — 155 

Sconces — 100 — — — — — — 100 — 100 — — — — — — 100 

Rooms/Spaces With 

Decorative Murals — 48 — — — — — — 48 — 48 — — — — — — 48 

Subtotal — 755 — — — — — — 755 — 755 — — — — — — 755 

TOTAL — 1,663 — 97 170 65 11 — 2,006 — 1,634 — 127 170 65 11 — 2,007 

Architectural Features

Outdoor Sculptures

Monuments/Statues — — 4 — — — — — 4 — — 4 — — — — — 4 

Fountains With Sculpture — — 1 — 3 — — 1 5 — — 1 — 3 — — 1 5 

Plaques — — 5 — — — — — 5 — — 5 — — — — — 5 

Subtotal — — 10 — 3 — — 1 14 — — 10 — 3 — — 1 14 

Landscape Features and Fixtures

Urns — — 20 — — — — — 20 — — 20 — — — — — 20 

Lighting Fixtures — — 166 — — — — — 166 — — 166 — — — — — 166 

Basins — — 2 — — — — — 2 — — 2 — — — — — 2 

Subtotal — — 188 — — — — — 188 — — 188 — — — — — 188 

TOTAL — — 198 — 3 — — 1 202 — — 198 — 3 — — 1 202 

Reference and Library Materials

Art and Reference 

Files (Drawers) 108 — — — — — — — 108 108 — — — — — — — 108 

Art and Reference 

Library (Volumes) 1,249 — — — — — — — 1,249 1,240 — — — — — — — 1,240 

TOTAL 1,357 — — — — — — — 1,357 1,348 — — — — — — — 1,348 

Archival Records

Architectural and 

Engineering Drawings 194,172 — — — — — — — 194,172 194,172 — — — — — — — 194,172

Specifications and Other 

Textual Records (Linear Feet) 9,207.25 — — — — — — — 9,207.25 9,207.25 — — — — — — — 9,207.25

Small Architectural Models 18 — — — — — — — 18 18 — — — — — — — 18

Conservation Reports 488 — — — — — — — 488 479 — — — — — — — 479

Video Assets 86 86 36 36

Still Image Assets 391,882 — — — — — — — 391,882 376,523 — — — — — — — 376,523

TOTAL 595,853 — — — — — — — 595,853 580,435 — — — — — — — 580,435

Electronic Archival Records (MB) 

Materials (Accessioned) 19,662.20 — — — — — — — 19,662.20 17,852.10 — — — — — — — 17,852.10

TOTAL 19,662.20 — — — — — — — 19,662.20 17,852.10 — — — — — — — 17,852.10

Living Botanical 

Assets (Accessions) — — — — — — — 9,116 9,116 — — — — — — — 9,310 9,310 

Note: The table does not display preaccessioned materials. These materials have been transferred to the RMAB but have yet to be screened and registered as part of the AOC’s archival collection.

*A maquette of Rosa Parks was previously included in two categories. This was corrected in FY 2023. 
SECTION FOUR
SECTION FOUR 135 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

SECTION FOUR

Other

Information

Overview

The Other Information section presents required financial, 

operational, stewardship and performance information that 

supplements the prior sections of this report. The section provides 

a summary of the financial statement audit and management 

assurances, including tables of audit results, material weaknesses 

in internal controls and financial system nonconformances. The 

information is a summary of the independent auditor’s financial 

statement audit, management’s evaluation of internal controls using 

the Federal Managers’ Financial Integrity Act of 1982 (FMFIA) and 

guidance from OMB Circular A-123. Additional information comes 

from management’s evaluation of financial systems’ conformance 

with financial system requirements, referencing FMFIA and the 

Federal Financial Management Improvement Act (FFMIA). 

The section also includes the Office of Inspector General’s (OIG) 

summary of management opportunities and performance challenges. 

Additional subsections address payment integrity and real property 

capital planning. The section concludes with three mandatory 

congressional reports on the energy savings and sustainability, small 

business and human capital management programs.

Previous page: Fourteen Olmsted lanterns on the U.S. Capitol Grounds were cleaned and preserved this fiscal year.
SECTION FOUR 136 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Summary of Financial Statement Audit and Management Assurances

The summary of audit material weaknesses and other requirements of the FMFIA are provided in Tables 15 and 16. 

Table 15. Summary of Financial Statement Audit

AUDIT OPINION TYPE Unmodified

RESTATEMENT (YES/NO) No

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

Control Gap Identified for Respective Reviews 

of Estimates 1 0 1 0 0

0 0 0 0 0

Total Material Weaknesses 1 0 1 0 0

Table 16. Summary of Management Assurances

EFFECTIVENESS OF INTERNAL CONTROL OVER FINANCIAL REPORTING (FMFIA, PARA. 2)

STATEMENT OF ASSURANCE Unmodified

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

Control Gap Identified for Respective Reviews 

of Estimates 1 0 1 0 0

0 0 0 0 0

Total Material Weaknesses 1 0 1 0 0

EFFECTIVENESS OF INTERNAL CONTROL OVER OPERATIONS (FMFIA, PARA. 2)

STATEMENT OF ASSURANCE Unmodified

MATERIAL WEAKNESSES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT SYSTEM REQUIREMENTS (FMFIA, PARA. 4)

STATEMENT OF ASSURANCE Federal systems comply to financial system management requirements

NONCONFORMANCES

BEGINNING 

BALANCE NEW RESOLVED

CONSOLIDATED/

REASSESSED ENDING BALANCE

0 0 0 0 0

Total Nonconformances 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT (FFMIA)

AGENCY AUDITOR

1. System Requirements No lack of compliance noted No lack of compliance noted

2. Accounting Standards No lack of compliance noted No lack of compliance noted

3. USSGL at Transaction Level No lack of compliance noted No lack of compliance noted
SECTION FOUR 137 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

DATE: October 6, 2023

TO: Chere Rexroat

Acting Architect of the Capitol

FROM: Christopher P. Failla, CIG

Inspector General 

SUBJECT: Statement of Management Opportunities and Performance Challenges

I am pleased to present the Statement of Management Opportunities and Performance Challenges 

(Statement) for the Fiscal Year ending September 30, 2023. This Statement, prepared pursuant to 

your request, identifies and assesses the most serious challenges facing the Architect of the 

Capitol (AOC) from the Office of Inspector General’s perspective, and the AOC’s progress in 

addressing challenges from prior year Statements. 

We look forward to working with you and our colleagues on the entire AOC team in the coming 

year to help AOC achieve its strategic vision to build a culture of accountability and 

responsibility and to improve efficiency and effectiveness throughout the AOC. Collectively, we 

can work to prevent and eliminate fraud, waste and abuse. 

If you have any questions, please contact me at 202.329.6408 or christopher.failla@aoc.gov.

Distribution List: 

Hajira Shariff, POC for Chief of Staff

Curtis McNeil, Risk Management Officer

 Office of Inspector General

 Fairchild Bldg.

 499 S. Capitol St., SW, Suite 518 

 Washington, D.C. 20515 United States Government 202.593.1948

 www.aoc.gov MEMORANDUM

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges
SECTION FOUR 138 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 1

Statement of Management Opportunities 

and Performance Challenges

FISCAL YEAR 2023

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 139 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 2

OFFICE OF INSPECTOR GENERAL MISSION

The Office of Inspector General (OIG) promotes efficiency, effectiveness and economy to deter 

and prevent fraud, waste, abuse and mismanagement in Architect of the Capitol (AOC) programs 

and operations. We do this through value-added, transparent, impactful, and independent audits, 

inspections and evaluations, and investigations. We strive to positively affect the AOC and 

benefit the taxpayer while keeping the AOC and Congress fully informed. 

INTRODUCTION

The OIG submits this Statement of Management Opportunities and Performance Challenges 

(Statement) in support of the AOC’s Performance and Accountability Report (PAR) for fiscal 

year (FY) 2023 under best practice guidance identified in the Reports Consolidation Act of 

20001 and Office of Management and Budget Circular A-136.2 This Statement includes the most 

significant management opportunities and performance challenges facing the AOC as determined 

by the OIG based on trend analyses and observations as well as information uncovered during 

the performance of our oversight responsibilities.

DEVELOPMENTS IMPACTING THE AOC IN FY 2023 

This FY, the AOC underwent transformative changes among its senior leadership that impacted 

succession planning and strategic communications with AOC staff. These leadership challenges 

have had an impact on OIG reporting and a chilling effect on staff communication with the OIG 

regarding fraud, waste, abuse and mismanagement within AOC programs and operations. 

The OIG recognizes the AOC’s accomplishments in performing its core mission amid these 

challenges and highlights the management opportunities and performance challenges noted in 

this Statement to support effectiveness and efficiency and to detect and deter fraud, waste and 

abuse within AOC programs and operations. 

MANAGEMENT OPPORTUNITIES AND PERFORMANCE CHALLENGES

The challenges in the following list, in no order, illustrate the most significant areas and themes 

the OIG believes need improvement for the AOC to effectively manage its resources and 

minimize the potential for fraud, waste, abuse and mismanagement within the AOC’s programs 

and operations. Addressing the issues related to these challenge areas will enable the AOC to 

increase operational efficiencies and improve mission effectiveness. These challenges are 

marked as new, renewed or closed for the FY. 

Key OIG resources are included for each challenge and indicate work the OIG has either 

performed, overseen via an independent public accounting firm or referenced as an example of 

the challenge(s) noted. When applicable, these resources are hyperlinked to their corresponding 

full report on Oversight.gov. 

1 Public Law 106–531. Reports Consolidation Act of 2000. https://www.congress.gov/106/plaws/publ531/PLAW106publ531.pdf. 2

 Office of Management and Budget. Circular A-136, Financial Reporting Requirements. https://www.whitehouse.gov/wpcontent/uploads/2021/08/Circular-A-136.pdf. 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 140 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 3

1. Human Capital Management: Recruitment and Retention, Succession Planning and 

Employee Misconduct, and Noncompliance 

2. Accessibility, Auditability and Records Retention 

3. Waste and Accountability

4. Balancing Safety, Security and Preservation

5. Cyber Security

6. Working Capital Fund 

7. Whistleblower Protections

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 141 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 4

1. HUMAN CAPITAL MANAGEMENT: RECRUITMENT AND 

RETENTION, SUCCESSION PLANNING AND EMPLOYEE 

MISCONDUCT, AND NONCOMPLIANCE

Renewed for FY 2023 

Years Included: 2011-2014, 2019-2023 

Key OIG Resources

• Architect of the Capitol Employee Requests AOC Supervisors to Falsify Time and Attendance 

Records While Submitting False Medical Records (2022-0006-INVI-P)

• Architect of the Capitol Employee Conducting Outside Employment Without Prior Approval and 

Submitting a False Leave Request (2022-0007-INVI-P)

• Architect of the Capitol Employee Alleged Unauthorized Use of AOC Motor Vehicle (2022-0010-

INVI-P)

• Architect of the Capitol Employee Attended Personal Medical Appointments on Government Time 

with a Government Vehicle (2022-0011-INVI-P)

• Architect of the Capitol Employee Misuses AOC Identification to Gain Access to Unauthorized Areas

of the U.S. Capitol Building While Utilizing Sick Leave (2022-0012-INVI-P)

• Architect of the Capitol Alleged Family and Medical Leave Act Policy Violation and Forgery (2022-

0017-INVI-P)

• Alleged Theft of Government Property by Architect of the Capitol Employee (2022-0018-INVI-P)

• Clear, Consistent and Uniform Application of Architect of the Capitol Policy (2023-0006-INVM-P)

• Follow-Up Evaluation of the Congressional Request for Architect of the Capitol’s Response to 

Sexual Harassment (OIG-FLD-2022-01)

• Follow-Up Evaluation of the Architect of the Capitol’s Inventory Accountability and Controls (OIGFLD-2023-01)

Why This Is a Challenge 

Human capital management is a broad 

category of personnel-related activities that

encompasses hiring and retention, benefits, 

payroll, training, wellness and employee and 

labor relations. This FY, we highlight 

recruitment and retention, succession 

planning, and continue to note employee 

misconduct and noncompliance. 

3

 GAO. 2023. High Risk Series: Efforts Made to Achieve Progress Need to Be Maintained and Expanded to Fully Address All

Areas, GAO-23-106203. https://files.gao.gov/reports/GAO-23-106203/index.html. 

Recruitment and Retention and Succession 

Planning

For more than two decades, the Government 

Accountability Office (GAO) has identified 

strategic human capital management as a 

governmentwide risk area.3 In its top 

challenges report, the Council of the 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 142 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 5

Inspectors General on Integrity and 

Efficiency (CIGIE) identified recruiting and 

retaining a diverse and highly skilled staff, 

succession planning and knowledge 

management as key areas of concern across 

many federal agencies.

4

 Since 2018, the 

AOC has experienced frequent turnover in 

top leadership positions. The AOC has had 

five Architect’s (two appointed and three 

acting) in the past five years and is currently 

recruiting to fill the top position once again. 

For years, senior leaders and staff have 

assumed acting roles to fill vacant senior 

leadership positions — sometimes acting for 

more than two years. This FY, multiple

members of the AOC’s senior leadership 

team departed either through resignation or 

termination. Agencies like the AOC face a 

greater risk of disruption in operations and 

performance when key personnel retire or 

leave the agency due to inadequate 

knowledge management practices and siloed 

communications. Acknowledging significant 

concerns pertaining to manager–employee 

communications and routine knowledge 

sharing, the agency indicates they will 

increase access to information and 

implement tools to hold leadership 

accountable. 

The AOC is further challenged by the need 

for a diverse, specialized trade workforce. 

The agency faces competition from the 

private sector as well as other government 

entities as they all seek to attract the most 

qualified candidates from a readily shrinking 

pool. 

Additionally, high turnover, especially in 

leadership, may affect the agency’s 

4

 CIGIE. 2023. Top Management and Performance Challenges Facing Multiple Federal Agencies. 

https://www.ignet.gov/sites/default/files/files/993-087CIGIE-TMPCReport9-12.pdf. 5

 Administered by the Office of Personnel Management, FEVS is an organizational climate survey that assesses how 

employees jointly experience the policies, practices and procedures characteristic of their agency and its leadership. 

https://www.opm.gov/fevs/. 6

 Partnership for Public Service. 2023. Best Places to work in the Federal Government. 

https://bestplacestowork.org/rankings/detail/?c=AC00.

reputation and ability to recruit qualified 

personnel. The 2022 Federal Employee 

Viewpoint Survey5 (FEVS) results and 

Partnership for Public Services Best Places 

to Work in the Federal Government6 support 

concerns regarding the AOC’s reputation 

and culture. The AOC was ranked 14 of 27 

among midsize agencies, which is down 

from a ranking of 9 four years ago. The

AOC was also ranked 22 of 24 in the 

category of effective leadership. These 

factors emphasize the need for effective

succession planning. Succession planning is 

the process of identifying critical positions 

and selecting and developing key talent to 

ensure the continuity of operations. It helps 

ensure institutional knowledge, experiences

and decision-making authority are 

effectively passed on. 

The AOC’s Human Capital 2022-2026 

Strategic Plan self identifies an aging 

workforce, loss of institutional knowledge, 

lack of documentation and inadequate staff 

mentoring as weaknesses. The agency plans 

to implement several goals and strategies to 

combat these weaknesses, including 

establishing a formal mentoring program. 

The AOC’s succession planning can also be 

strengthened by implementing strong 

policies, complete records and standard 

operating procedures and ensuring these 

policies are executed consistently across all 

jurisdictions. 

Employee Misconduct and Noncompliance 

Workplace compliance is necessary to 

ensure the safety of employees, achieve 

AOC’s strategic and operational goals and

maintain a productive workforce. The OIG 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 143 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 6

continues to observe inconsistent application

of and noncompliance with AOC polices 

and orders across many jurisdictions. 

AOC policies and orders must be 

understood, accessible, frequently 

communicated and consistently applied

across all jurisdictions to avoid potential 

fraud, waste and mismanagement; mitigate

legal and safety risks; and increase the 

effectiveness and efficiency of AOC 

programs and operations. Additionally, 

strong internal controls, proper standard 

operating procedures, effective training and 

frequent communication demonstrate AOC 

leadership’s commitment to set clear 

expectations and mitigate risks. Inconsistent 

application of time and attendance and leave 

rules, inconsistent application of telework 

and other work flexibilities, and definitions 

inconsistently applied across different 

policies are just a few examples of variable

policy implementation that has been 

observed both within and across AOC 

offices and jurisdictions. 

Increased employee misconduct and 

noncompliance may be an indication that 

employees are confused or unaware of their 

responsibility and obligation to adhere to 

AOC policies and orders. The AOC must be 

proactive and ensure policies, procedures 

and processes are current, reflect current

legal requirements and incorporate industry 

and government best practices.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 144 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 7

2. ACCESSIBILITY, AUDITABILITY AND RECORDS RETENTION

Renewed for FY 2023 

Years Included: 2017-2023 

Key OIG Resources

• Review of the Architect of the Capitol’s Multimillion-Dollar Construction Project Change Orders

(OIG-AUD-2023-04) 

• The Architect of the Capitol Lacked Sufficient Oversight of the Cannon Caucus Room Renovations

(OIG-AUD-2023-06) 

• Review of the Architect of the Capitol's Multimillion-Dollar Construction Project Change Orders

(OIG-AUD-2023-07) 

• Cannon House Office Building Renewal Project’s Punch List and Warranty Work Process Lacked 

Sufficient Oversight (OIG-AUD-2023-08) 

• Flash Report Series – Architect of the Capitol’s Records and Archives Management (2023-0001-IEP)

Why This Is a Challenge 

The OIG continues to recognize the AOC’s

challenge with executing standardized 

procedures for recording all transactions, 

communications and significant events in a 

manner that allows documentation to be 

readily available for examination. The OIG

requests for documentation have continued 

to take the AOC and its contractors a 

sizeable amount of time to gather and 

provide. Often, requested documentation is

either delayed, incomplete or not provided. 

The AOC’s procedures on documentation do 

not promote a fully standardized process; 

therefore, the documentation maintained 

varies between jurisdictions or offices. 

Documentation should be appropriately 

detailed and organized and contain sufficient 

information to support transactions, events 

and management decisions. Effective 

documentation provides a means to: 

• Retain historical information of the 

transaction or event

• Mitigate the risk of having the 

information limited to a few staff

• Communicate and make information 

available in a timely manner to external 

parties, such as external auditors

All transactions and events should be 

promptly recorded and documented to 

maintain relevance and value to AOC 

management and third-party stakeholders. 

Documentation should apply to the entire 

process or life cycle of a transaction or event 

from its initiation and authorization through 

final status in summary records. Properly 

managed and maintained documentation 

with identified points of responsibility and 

contact would better support management 

decisions and allow for improved 

management reviews and auditability that in 

turn supports the level of assurance required

for key decision points. 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 145 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 8

3. WASTE AND ACCOUNTABILITY

Renewed for FY 2023 

Years Included: 2018-2023 

Key OIG Resources

• Review of the Architect of the Capitol’s Multimillion-Dollar Construction Project Change Orders

(OIG-AUD-2023-04) 

• The Architect of the Capitol Lacked Sufficient Oversight of the Cannon Caucus Room Renovations

(OIG-AUD-2023-06) 

• Review of the Architect of the Capitol's Multimillion-Dollar Construction Project Change Orders

(OIG-AUD-2023-07) 

• Cannon House Office Building Renewal Project’s Punch List and Warranty Work Process Lacked 

Sufficient Oversight (OIG-AUD-2023-08) 

• Evaluation of the Information Technology Division’s Inventory Accountability and Controls (2022-

0002-IE-P)

• J. Brett Blanton, Architect of the Capitol, Abused His Authority, Misused Government Property and 

Wasted Taxpayer Money (2021-0011-INVI-P)

Why This Is a Challenge 

Waste is the extravagant, careless or 

needless expenditure of AOC funds or the 

consumption of AOC property that results 

from deficient practices, systems, controls or

decisions. Intent is not necessarily a factor in 

defining waste. This FY, the OIG has

identified nearly $2 million as questioned 

costs or funds put to better use. The OIG

found the following concerns as major 

contributors: (1) ambiguous AOC policies 

and orders and (2) insufficient oversight of 

construction projects. 

Ambiguous AOC Policies and Orders 

As noted in challenge one, Human Capital 

Management, the OIG reports inconsistent 

and ambiguous language and instructions 

within current AOC policies and orders or 

omitted directives altogether. For example,

AOC policies are silent on the definition of 

waste and thus do not identify internal 

controls to mitigate this risk. 

The ambiguities reflect a vague definition of 

waste, a lack of well-defined or required 

roles and responsibilities and inconsistent 

record-keeping practices — in line with 

other challenges noted in this document. 

AOC policies and orders also lack 

comprehensive accountability standards 

pertaining to the wasteful use of government 

resources, such as inclusion of waste in 

AOC’s discipline matrix. To this end, AOC 

policies and the discipline matrix are also 

silent on violations of noncooperation with 

the OIG, further leading to a chilling effect 

for effective oversight reporting. 

In multiple instances, the OIG has identified 

substantiated investigations of wasteful 

actions and behaviors that occur without the 

appropriate consequence per AOC policy. 

Also related, the OIG has regularly observed 

inconsistencies in holding staff accountable 

for their actions across and within 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 146 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 9

jurisdictions that have the potential to create 

an agency culture in which recurrent 

instances of wasting government and 

taxpayer resources could become 

commonplace. Some examples the OIG has 

encountered of actions that have gone 

without consequence include damage to 

AOC property due to lack of access controls, 

misuse of government resources and other 

waste issues. 

Insufficient Oversight of Construction 

Projects

The OIG has identified waste for multiple

construction projects resulting from the 

AOC’s insufficient oversight of contract and 

specification compliance. OIG reviews have 

found various areas where the AOC needs to 

improve review and approval processes to

ensure compliance with construction 

contract requirements. 

This FY, the OIG’s construction audits 

found $803,150 in questioned costs and 

$66,198 as funds put to better use due to 

insufficient documentation, noncompliance 

and errors. The OIG further notes that the 

AOC is expected to incur approximately 

$1.17 million in additional costs to repair the 

Cannon Caucus Room for water damage that 

should have been prevented by the 

contractor. 

Antideficiency Act and Purpose Statue 

Violations

Based on the results of an OIG investigation, 

the GAO determined that the AOC violated 

the Antideficiency Act when it obligated 

appropriations for the purchase of a 

passenger motor vehicle for use by the 

former Architect in excess of the FY 2021 

statutory price limitation. The GAO further 

determined the AOC violated the purpose 

statute when it obligated appropriations for 

expenses incurred in relation to the use of 

AOC vehicles by the then-Architect’s family 

members.

7 These actions were not only 

ethical lapses by the former Architect but a 

failure of internal controls and wastes of 

taxpayer funds.

These examples indicate increased risk and 

financial loss to the AOC if not properly 

addressed through improved oversight, 

policy, internal controls and senior 

leadership strategy and vision. AOC senior 

leaders should acknowledge and address 

waste and hold staff accountable for 

wasteful practices. 

Finally, and in parallel with other challenges 

noted in this Statement, waste and 

inconsistent accountability practices impact

employee retention and increase the 

opportunity for fraud, waste and abuse by 

creating a perception and culture of 

allowability. 

7

 GAO. Decision file B-333508, Top Management and Performance Challenges Facing Multiple Federal Agencies. September 

7, 2023. https://www.gao.gov/assets/830/828708.pdf. 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 147 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 10

4. BALANCING SAFETY, SECURITY AND PRESERVATION

Renewed for FY 2023 

Years Included: 2019-2023 

Key OIG Resources

• Flash Report Series – Architect of the Capitol’s Records and Archives Management (2023-0001-IEP) 

• Evaluation of the Architect of the Capitol’s Safety Inspection Program (2022-0004-IE-P)

Why This Is a Challenge

The AOC’s mission to “Serve, Preserve, 

Inspire” recognizes the desire that all 

construction and renewal projects maintain 

the historical heritage of the Capitol campus. 

This effort is done, in part, using historically 

accurate, custom-designed and 

manufactured pieces, such as plasterwork 

and moldings, bollards and barricades, 

security systems and devices, railings and 

ironwork, which can add substantial costs 

and time to projects. 

Historical heritage and archival 

requirements of the Capitol campus are

supported through the AOC’s preservation 

operations and activities. AOC archives 

include paper and electronic records along 

with other unique material, such as 

architectural models and product samples. 

To provide efficient and effective archival 

and related educational and operational 

functions, the AOC should continue timely 

policy development and adequate resourcing 

to ensure historical records are preserved 

and accessible for ongoing and archived 

programs and operations. 

Additionally, emergency preparedness and 

safety are also key considerations to this 

balance. Understandably, safety is an AOC 

core value. Though the AOC generally 

performs well on this important topic, as 

with other challenges noted in this 

Statement, the OIG continues to note 

concerns with consistency and 

implementation across the Capitol campus. 

To this end, there is a noted inconsistency 

across jurisdictions in applying safety codes 

and standards and a past culture of not 

complying with safety regulations. 

The OIG recognizes that there are multiple 

internal policies in the review process to 

address these issues; however, even those 

polices lack clear and comprehensive detail 

and structure. For the AOC to provide a 

robust safety culture, the agency must 

continue improvements to safety policies, 

technical guidance, management practices 

and standard operating procedures combined 

with consistent implementation and 

execution. Consequently, the AOC’s siloed 

communications and leadership turnover this 

FY have likely exacerbated safety and 

security strategic dialog and collaboration. 

Finally, the AOC should consider additional 

coordination efforts with other Capitol 

campus stakeholders to develop a 

comprehensive emergency preparedness and 

safety mindset across the campus.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 148 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 11

5. CYBER SECURITY

Renewed for FY 2023 

Years Included: 2017-2023 

Key OIG Resources

• Evaluation of the Architect of the Capitol’s Implementation of Federal Information Security 

Modernization Act of 2014, Fiscal Year 2022 (2022-0005-IE-P)

Why This Is a Challenge 

The AOC is responsible for the operations, 

maintenance, development and preservation 

of the Capitol campus. Additionally, it is 

responsible for effectively managing the 

information technology (IT) used in AOC 

programs and operations, especially as IT is 

increasingly integral to most aspects of these

programs and operations. IT devices and 

components are generally interdependent 

with disruption in one node impacting 

others. 

Continued public and private data breaches 

and attacks underscore the importance of 

securing sensitive data and clearly 

demonstrate that the AOC is also vulnerable. 

Sophisticated attacks can result in 

significant releases of information and 

potential damage to AOC IT infrastructure 

as well as the security of the Capitol 

campus. 

The OIG continues to document 

cybersecurity risks and vulnerabilities that 

impact the AOC. In an era of everincreasing cyber threats, the AOC faces 

challenges effectively applying security 

policies and directives consistently and 

implementing cyber security best practices 

across all offices and jurisdictions. The 

AOC must continue to implement effective 

information security programs and practices 

to protect privacy and defend systems from 

intrusions, attacks and unauthorized access.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 149 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 12

6. WORKING CAPITAL FUND

Renewed for FY 2023 

Years Included: 2019-2023 

Key OIG Resources

• Government Accountability Office Architect of the Capitol—Proposal for Establishment of a 

Working Capital Fund (B-328065) 

• Evaluation of the Architect of the Capitol’s Fleet Management Program (2021-0001-IE-P)

Why This Is a Challenge

Management of construction projects and 

other programs that cross appropriations 

pose both challenges and risks to the AOC 

that are not typical to other agencies. 

Though adequate planning and design can 

decrease some of these challenges, 

unforeseen circumstances can increase 

vulnerabilities and costs and create 

inefficiencies. To alleviate such risks, the 

AOC establishes policies and procedures, 

though some risks reach across the agency. 

With no working capital fund, there are 

operational and programmatic redundancies 

leading to decentralized decision-making. 

The OIG has recently observed an example 

of this in the AOC’s vehicle fleet 

management program. This issue creates 

inefficiencies, waste and duplication of 

efforts that could be mitigated through 

centralized efforts.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 150 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 13

7. WHISTLEBLOWER PROTECTIONS

Renewed for FY 2023 

Years Included: 2017-2023 

Key OIG Resources

• Office of Congressional Workplace Rights Recommendations for Improvements to the Congressional 

Accountability Act – 118th Congress

• Architect of the Capitol Supervisor Accusations of Abuse of Power, Mismanagement and Reprisal

(2022-0009-INVI-P)

• Authority and Responsibilities of the OIG (2023-0002-INVM-P)

Why This Is a Challenge 

The OIG’s independent hotline continues to 

be the greatest source of tips and complaints 

regarding fraud, waste and abuse within 

AOC programs and operations, and the OIG 

continues to treat all allegations with the 

utmost concern and consideration. To this 

end, the OIG emphasizes that complainants 

need not fear that the OIG will voluntarily or 

knowingly release their identity. Finally, the 

OIG continues to receive complaints from 

persons who wish to remain confidential due 

to fears of reprisal from AOC supervisors, 

managers and peers. While it is encouraging 

to see a willingness to report fraud, waste 

and abuse, AOC leadership has a 

responsibility to ensure employee 

confidence in reporting programs and 

oversight activities. 

Likewise, AOC leadership has a 

responsibility to provide a safe work 

environment free from reprisals against 

those who do report. To do this, the AOC 

should reward integrity and emphasize to 

management that employees who “see 

something and say something” are not 

subject to reprisal. Employees should not be 

fearful of retribution or retaliation after 

reporting a crime or violation to the OIG or 

their own management. A single instance of 

reprisal could cause a chilling effect on the 

reporting of information. As noted 

previously in challenge 3, Waste and 

Accountability, the AOC discipline matrix is 

silent regarding violations of noncooperation 

with the OIG. 

The OIG documented an incident in which 

at least 17 employees had knowledge of 

alleged wrongdoing by the former Architect 

and did not report the wrongdoing to the 

OIG. It is unknown whether this was 

because the employees were not aware of 

their obligation to report under AOC policy 

or they feared reprisal. Either cause 

represents a fundamental breakdown and is 

unacceptable. Each of those employees 

should have felt protected and empowered to 

report the alleged misconduct.

The OIG recognizes that legislation is 

required to fully address this issue for the 

Legislative Branch as a whole and that the 

AOC does maintain a policy guarding 

against retaliation. However, the AOC may 

consider strengthening its own internal 

policies for whistleblower protections as 

other agencies have done and/or working 

with Congress to include statutory

whistleblower protections.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 151 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FY 2023 Management Opportunities and Performance Challenges 14

CONCLUSION

All federal agencies and offices have areas in which improvements are needed. This Statement is 

written from the OIG’s perspective and should be understood in that context. The AOC has much 

to be proud of as it has worked to reduce or eliminate elements of the previous years’ challenges. 

The progress made on these opportunities is very encouraging, and the management challenges 

noted in this Statement will serve to improve the AOC’s efforts to prevent and detect fraud, 

waste and abuse as well as improve the effectiveness and efficiency of its programs and 

operations. As the OIG identifies additional challenges, we will inform AOC management of 

findings and recommendations via audits, inspections and evaluations, follow-up evaluations, 

investigations, and management advisories. The intent of findings and recommendations is to 

improve upon the AOC’s programs and operations to meet its overall mission to “Serve, 

Preserve, Inspire.” 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 152 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

HELP FIGHT FRAUD, WASTE AND ABUSE

Fraud, Waste and Abuse:

Don’t Accept It – Do Something About It!

(877) 489-8583 Oversight.gov 

(202) 593-1948 AOCOIG.Oversight.gov 

@AOCOIG AOC.gov 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
SECTION FOUR 153 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Olmsted Terrace walls span nearly 1,600 linear feet and reach a height of approximately 20 feet.
SECTION FOUR 154 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

An automated application validates open obligations throughout 

the organization.

The AOC does not administer programs for grants, benefits or loans. 

The agency’s most significant expenses are payroll and employee 

benefits, which are administered by the U.S. Department of 

Agriculture’s shared service provider, the National Finance Center. 

The most substantial nonpayroll expenses are payments to vendors 

for construction efforts, professional services and goods procured 

during normal operations. More information on improper payment 

monitoring efforts is included in Section One: Management’s 

Discussion & Analysis under Management Assurances and Other 

Financial Compliances.

DO NOT PAY INITIATIVE 

Treasury’s Do Not Pay Initiative provides resources for agencies 

to review payment eligibility for the purpose of identifying and 

preventing improper payments to vendors. The AOC uses Treasury’s 

IPP, a secure online platform, to centralize its invoice payment process 

and improve payment accuracy. The IPP partners with Treasury’s 

Do Not Pay business center to help prevent and reduce improper 

payments in a cost-effective manner. 

G R ANT S OVERSIG HT AN D N E W EFFI CI EN C Y AC T 

The Grants Oversight and New Efficiency Act requires federal agencies 

to report a listing of federal grants awarded and the closeout status 

of each awarded grant. The AOC does not administer any federal 

grant programs.

Payment Integrity

IMPROPER PAYMENTS

The Payment Integrity Information Act of 2019 (PIIA) requires federal 

agencies to reduce improper and erroneous payments. OMB Circular 

A-123, Appendix C, Requirements for Payment Integrity Improvement, 

also provides improper payment reporting guidance. Detailed 

information on improper payments for the U.S. government is 

available online.

The AOC does not have any programs that were designated by the 

OMB as high priority and, therefore, the AOC’s data is not included 

on this website. As a legislative branch agency, the AOC is not subject 

to PIIA nor to the related OMB guidance and does not have a formal 

improper payments program. Therefore, the AOC also does not 

provide payment accuracy data to the OMB for display on its website. 

Nonetheless, as part of the internal control and risk assessment 

program, the AOC monitors payment accuracy and refers to PIIA and 

OMB Circular A-123, Appendix C for guidance.

By agency policy, the AOC conducts quarterly financial reviews (QFR) 

of its jurisdiction-level program obligations and spending. These 

reviews have improved the reliability of the financial statements and 

budget execution reports. The Chief Financial Officer manages the 

reviews and uses them to identify inaccurate payments and determine 

the effectiveness of controls over obligation and payment processes. 

This fiscal year, the implementation of a new QFR process to address 

the untimely de-obligation of unliquidated obligations continued. 
SECTION FOUR 155 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Phase 3 of the Cannon Renewal Project was completed in FY 2023. 

Real Property Capital Planning

The AOC’s mission includes responsibility for managing a unique real 

estate portfolio. As a best practice and in the interest of transparency, 

the AOC presents its total managed square footage for the current 

fiscal year as compared to the FY 2015 baseline in Table 17. The total 

square footage reported represents property that is distinct to the 

AOC and its wide-ranging mission; it includes offices, congressional 

committee rooms, legislative chambers, a court chamber, exhibition 

space, a botanic conservatory, plant production facilities, a visitor 

center, gift shops, restaurants, a power plant, utility tunnels, book 

storage modules and other sites. The total footprint increased by 

more than one million square feet over the FY 2015 baseline. This is 

primarily due to the 2017 transfer of the O’Neill House Office Building 

from the GSA and the FY 2023 completion of the Library of Congress’ 

Book Module 6 storage facility. This space supports the U.S. House 

of Representatives and serves as swing space during the Cannon 

Renewal project.

The agency is committed to using its facilities as efficiently as 

possible. To reduce the operations and maintenance costs associated 

with its real property portfolio, the AOC implements efficiency 

improvements when possible. The improvements include enhancing 

building system controls and performance monitoring capabilities 

to reduce energy and water usage, implementing cogeneration 

technology at the Capitol Power Plant and using ESPCs to fund 

energy savings improvements. See the Energy and Sustainability 

Program Management Report for more information about the energy 

reduction program.

Table 17. Real Property Baseline Comparison

FY 2015 BASELINE (ROUNDED) FY 2023 (ROUNDED) CHANGE FROM BASELINE

(INCREASE/DECREASE)

Total Square Footage

(In Millions) More than 17.4 More than 18.5 Increase by 1.1
SECTION FOUR 156 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Restored stonework at the U.S. Capitol.

Energy and Sustainability Program 

Management Report

The AOC is required to meet annual reductions in energy consumption 

under the Energy Policy Act of 2005 (EPAct) and and the Energy 

Independence and Security Act of 2007. This report was created to 

meet the reporting requirements of these laws and inform Congress 

and the public of the AOC’s progress on meeting its energy efficiency 

goals as well as its commitments to sustainability and water efficiency. 

It includes details on energy expenditures and savings estimates, 

energy management and conservation projects, sustainability 

initiatives and future priorities.

Fiscal Year 2023 represents the eighth year of ambitious performance 

requirements, and the AOC continues to progress toward its FY 

2025 energy reduction goal. The sustainability strategy focuses on 

energy, water, high-performance buildings and sustainable waste 

management. As shown in Figure 27, energy consumption declined 

by 51.4 percent from the agency’s FY 2003 baseline, exceeding the 46 

percent reduction target and the FY 2025 goal of 50 percent energy 

reduction. Continued efforts to retro-commission the Rayburn and 

Longworth House Office Buildings and the Russell Senate Office 

Building, and new efforts in the U.S. Capitol further enhanced energy 

efficient operations. Greenhouse gas emissions were also reduced 

this fiscal year, achieving a 52 percent reduction from the FY 2006 

baseline, exceeding the FY 2023 reduction goal of 35 percent. The 

reduction represents an approximate decrease of 153,000 metric tons 

of emitted carbon dioxide.

Energy audits were completed at the Longworth, Russell and Dirksen 

Office Buildings and the CVC and audits began at the Rayburn, 

Ford and Hart Office Buildings as well as at the U.S. Capitol Police 

Headquarters. The audits identify conservation opportunities at 

those facilities to support energy performance improvements and the 

adoption of new clean energy technology. The National Renewable 

Energy Laboratory conducted solar and water resiliency studies on 

the Capitol campus. The solar study will determine the economic 

feasibility of installing solar panels on the Capitol campus. Based 

on that determination, the AOC will identify potential facilities 

considering historical preservation and a long-term planning 

perspective. 

ENERGY EXPENDITURES AND SAVINGS ESTIMATES

The implementation of multiple ESPCs, a utility energy service 

contract (UESC) and other infrastructure investments have provided 

more than $200 million in cost avoidance savings and reduced 

the agency’s long-term energy demand. From FY 2015 to FY 2023, 

the AOC voluntarily continued its partnership with stakeholders 

to manage one of the federal government’s most effective energy 

and sustainability programs. This fiscal year, the most impactful 

energy savings efforts included performance improvements through 

retro-commissioning and the completion of the Library of Congress 

ESPC project. 

As detailed in Table 18, approximately $502,000 in direct 

appropriations funded efficiency improvements and performance 

improvements such as building automation and lighting upgrades. 

Further, the ESPCs implemented at the U.S. Capitol and the House and 

Senate office buildings during previous years continue to generate 

savings. In FY 2023, the ESPC for the Library of Congress buildings 

exceeded the projected energy savings from the completion of 

lighting and mechanical work.

ENERGY MANAGEMENT AND CONSERVATION 

PROJECTS

The AOC incorporates energy conservation and sustainable best 

practices into major design and construction projects executed across 
SECTION FOUR 157 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Table 18. FY 2023 Investments in Energy and Water Management

SOURCES OF INVESTMENT DIRECT APPROPRIATIONS FY 2023 ANNUAL GOAL-SUBJECT ENERGY SAVINGS (MMBTU)

Energy and Sustainability Program Expenditures $501,960 57,913

ESPC/ UTILITY ENERGY SERVICE CONTRACT 

(UESC) EXPENDITURES FY 2023 ANNUAL PAYMENTS

GUARANTEED ANNUAL

COST SAVINGS FINAL PAYMENT

House Office Buildings ESPC $4,919,704 $4,950,664 FY 2027

Senate Office Buildings ESPC $4,904,743 $4,904,843 FY 2027

Capitol Power Plant Cogeneration UESC $3,270,860 $3,270,860 FY 2037

Library of Congress ESPC (project management only) $3,936,522 $3,955,247 FY 2039

FY 2023 Annual Payment Total $17,031,829 $17,081,614

Note: Table includes corrections for calculation errors, excess project energy, baselining new buildings and cogeneration site versus source credit. Annual consumption and cost figures do not 

reflect final FY 2023 expenditures. Energy savings are measured in million British thermal units (MMBTU), the measure of energy content in fuel.

the Capitol campus by incorporating an integrated design process and 

implementing a Sustainability Scorecard. The program aims to protect 

and reinvest in the environment while minimizing the agency’s total 

life cycle ownership costs of the facilities. 

Energy, water and sustainability initiatives focus on performance 

metrics, metering, commissioning, building automation, recycling and 

integrated design. The FY 2023 targets included:

1. 46 percent energy reduction (from FY 2003 baseline). 

Goal Met

2. 35 percent greenhouse gas emissions reduction (from FY 2006 

baseline). Goal Met

3. 32 percent water use reduction (from FY 2008 baseline). 

Goal Met

4. 50 percent diversion of building occupant waste.

Goal Not Met

5. 90 percent diversion of construction and demolition debris. 

Goal Met

6. 10 percent of waste compostable. Goal Not Met

Improving energy and sustainability performance provides:

 Financial benefits from reduced operating costs 

 Customer service payoffs from increased client satisfaction and 

improved reputation 

 Agency payoffs from reduced staff risks, new innovative tools and 

data to increase facility performance and accountability

 Enhanced energy and sustainability communications toward 

improved conservation, sustainable practices, health and wellness 

Figure 27. Energy Reduction Commitments and Results

 
SECTION FOUR 158 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

In FY 2023, the AOC employed cost-effective strategies to meet 

sustainability targets. The agency focused attention on building 

energy performance plans, energy audits, sustainability project 

scorecards and sharing best practices across jurisdictions to reduce 

operating costs and conserve resources. In addition, the AOC has used 

public-private partnerships such as ESPCs and a UESC to fund major 

energy and sustainability improvements. In total, $200 million has 

been invested in energy improvements financed by energy savings. 

The AOC completed the Library of Congress ESPC project this fiscal 

year. This highly successful project is exceeding its guaranteed energy 

savings performance targets. The AOC also continues to employ retrocommissioning to address malfunctioning equipment, automation 

and control logic deviations. To promote sustainability education, 

facilitate information-sharing and engage employees across the 

agency in sustainable practices, the AOC established an agencywide 

Community of Practice this fiscal year. 

FUTURE PRIORITIES TO ENSURE COMPLIANCE 

The AOC will continue to identify cost-effective opportunities 

to improve energy and water performance and reliability and 

environmental conditions in its buildings. For most of FY 2023, building 

ventilation systems operated with extended schedules and enhanced 

filtration in response to the COVID-19 pandemic. This significantly 

increased energy consumption but is expected to be a temporary 

increase until such time that buildings can return to normal operations. 

Projects such as the Library of Congress ESPC, Cannon Renewal and 

building retro-commissioning will maintain high levels of energy 

reduction. The cornerstones of the energy and sustainability program 

are to maintain and optimize existing building performance through 

operational improvements and control strategies, to make incremental 

improvements through small-scale retrofits and equipment 

replacements, to continue long-term and interim building performance 

metrics and track them through metering and data analytics and to 

ensure operations and maintenance staff receive appropriate training. 

The EAM strategic objective will support energy conservation efforts 

by bringing together energy consumption and performance data 

within an enterprise-level asset management system.

DATA TABLES 

The data tables (Tables 19, 20, 21 and 22) provide a summary of 

progress in meeting requirements under the Energy Policy Act of 

2005 and the Energy Independence and Security Act of 2007. The 

data presented in these tables include corrections for calculation 

errors, excess project energy, baselining new buildings and the 

cogeneration site versus source credit. Annual consumption and cost 

figures do not reflect final FY 2023 expenditures.

KEY FOR ENERGY TABLES:

BBTU Billion British Thermal Units

CHW Chilled Water

GSF Gross Square Feet

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

kWh Kilowatt Hours

MMBTU Metric Million British Thermal Units

MWh Megawatt Hours

Short Ton A unit of weight equal to 2,000 pounds

Table 19. AOC Goal Subject Buildings

 UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($ IN THOUSANDS)

UNIT COST 

($)

UNIT OF

MEASURE

SITE

DELIVERED 

BBTU

ESTIMATED 

SOURCE BBTU

Electric MWh 176,644.1 $22,152.1 $0.13 /kWh 602.6 1,892.6 

Fuel Oil KGal 63.6 $89.6 $1.41 /Gallon 8.9 8.9 

Natural Gas KCF 1,328,082.5 $15,269.0 $11.50 /KCF 1,328.1 1,394.5 

Coal Short Ton 0.0 $0.0 $0.00 /Short Ton 0.0 0.0 

Purchased Steam BBTU 23.0 $114.8 $5.00 /MMBTU 23.0 51.0 

Site/Source Credit* BBTU (433.1) /MMBTU (433.1)

Excluded Steam BBTU (173.6) ($6,789.1) $39.10 /MMBTU (173.6) (248.1)

Excluded CHW BBTU (15.8) ($394.9) $24.99 /MMBTU (15.8) (20.1)

Excluded Security BBTU (2.8) ($54.3) $19.38 /MMBTU (2.8) (8.8)

PURCHASED RENEWABLE

Electric MWh 17,181.0 $1,949.2 $0.11 /kWh 58.6 0.0 

Other BBTU /MMBTU

Totals BBTU 1,395.9 $32,336.4 1,395.9 3,070.0 

FY 2023 Goal Subject Buildings

Gross Square Feet (Thousands) 16,850.0 FY 2023 Goal Subject BuildingsActual KBTU/GSF 82.8 182.2 

*Site/Source Credit accounts for displaced grid electricity per U.S. Department of Energy guidance.
SECTION FOUR 159 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Table 20. AOC Goal Excluded Buildings

UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($ IN THOUSANDS)

UNIT COST 

($)

UNIT OF

MEASURE

SITE 

DELIVERED 

BBTU

ESTIMATED 

SOURCE BBTU

Electric MWh 30,661.8 $3,315.8 $0.11 /kWh 104.6 328.5 

Fuel Oil KGal 390.1 $1,246.3 $3.19 /Gallon 54.6 54.6 

Natural Gas KCF 24,174.4 $242.7 $0.01 /KCF 24.2 25.4 

Coal

Purchased Steam

Excluded Steam BBTU 173.6 $6,789.1 $39.10 /MMBTU 173.6 248.1 

Excluded CHW BBTU 15.8 $394.9 $24.99 /MMBTU 15.8 20.1 

Excluded Security BBTU 2.8 $54.3 $19.39 /MMBTU 2.8 8.8 

Purchased Renewable

Electric 

Other 

Totals BBTU 375.6 $12,043.1 375.6 685.4 

FY 2023 Goal Excluded Buildings 

Gross Square Feet (Thousands) 1,083.3 FY 2023 Goal Excluded Buildings Actual KBTU/GSF 207.5 378.6 

Table 22. Other Energy and Water Information

UTILITY METERING

NUMBER OF 

BUILDINGS METERED

METERED AREA 

(GSF)

PERCENT OF 

BUILDINGS METERED

PERCENTAGE OF AOC

ADVANCED METERING

Electric 79 21,373,419 100% 90%

Steam 27 19,514,362 99% 99%

Natural Gas 22 1,768,311 100% 0%

Chilled Water 25 16,251,351 99% 99%

Potable Water 29 buildings

8 other 17,381,130 99% with meters 66% estimated 65%

COGENERATION

OPERATIONAL 

PERIOD

OPERATIONAL 

DAYS

SITE VS. SOURCE 

CREDIT (BBTU) TOTAL MWh PRODUCED

Capitol Power Plant 

Combined Heat and Power

Oct 2022

thru Sep 2023 330 433.1 53,172.4 

Table 21. Strategic Goal Performance

ENERGY MANAGEMENT REQUIREMENT

FY 2003

KBTU/GSF

FY 2023

KBTU/GSF

PERCENT CHANGE

FY 2003–FY 2023 FY 2023 GOAL TARGET

Reduction in Energy Intensity in 

Facilities Subject to EPAct Goals 166.930 82.844 (50.4%) (46.0%)

RENEWABLE ENERGY REQUIREMENT

RENEWABLE 

ELECTRICITY USE (MWh)

TOTAL ELECTRICITY 

USE (MWh) PERCENTAGE

Eligible Renewable Electricity Use as a 

Percentage of Total Electricity Use 17,181 224,487 7.7%

WATER INTENSITY REDUCTION GOAL

FY 2007

GALLON/GSF

FY 2023 

GALLON/GSF

PERCENT CHANGE

FY 2007–FY 2023 FY 2023 GOAL TARGET

Reduction in Potable Water 

Consumption Intensity 28.2 13.8 (51.1%) (32.0%)

SUSTAINABLE WASTE MANAGEMENT PERFORMANCE METRIC FY 2023 GOAL FY 2023 ACTUAL

Divert Building Occupant Waste Waste Diverted/ 

Total Occupant Waste 50.0% 36.0%

Reduce, Reuse and Recycle Construction and 

Demolition Debris

Waste Diverted/ 

Total Construction Waste 90.0% 95.0%

Compost Nonconstruction Waste Waste Diverted/ 

Total Occupant Waste 10.0% 9.0%
SECTION FOUR 160 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The comprehensive 10-year Cannon Renewal modernization and restoration project included renovation of the Veterans’ Affairs Hearing Room.

Small Business Accomplishments Report

As a best practice, the AOC voluntarily reports the agency’s 

performance against its small business procurement goals. The 

AOC procurement authority is separate from the Competition in 

Contracting Act and other laws affecting the executive branch, and 

the AOC is not authorized by law to use the Small Business Act for setaside programs or subcontracting plans. However, the procurement 

authority does provide discretion in the level of competition required 

when using small purchase procedures for open market purchases. To 

direct more business opportunities to the small business community, 

the AOC created a small business subcontracting program and a 

small business set-aside program for purchases of $250,000 or less. 

The agency also works collaboratively with the U.S. Small Business 

Administration to implement and operate small business programs.

The AOC established socioeconomic goals through its small business 

programs for prime contract awards to small businesses; small, 

disadvantaged businesses; women-owned small businesses; veteranowned small businesses; service-disabled veteran-owned small 

businesses and Historically Underutilized Business Zone (HUBZone) 

small business concerns. In FY 2023, as shown in Table 23, a goal 

of 65 percent of all agency contract awards were to go to small 

businesses. The percentage of awards to the various small business 

categories within this goal is also shown. The AOC exceeded 

the goals for every category of small business concerns through 

increased visibility in the small business community, consultations 

with small business concerns seeking information regarding the 

AOC’s procurements, ongoing data collection efforts on the types 

of businesses that the AOC uses and actively seeking small business 

concerns for small purchases.

Table 23. Small Business Program Accomplishments, October 1, 2022, to September 30, 2023

CATEGORY GOAL ACHIEVEMENTS* GOAL MET?

Small Business 65.0% 75.2% Yes

Small Disadvantaged Business 8.0% 21.7% Yes

Women-Owned Small Business 11.0% 17.5% Yes

Veteran-Owned Small Business 4.0% 6.3% Yes

Service-Disabled Veteran-Owned Small Business 1.0% 2.6% Yes

HUBZone Small Business 1.0% 2.7% Yes

*Contract awards may fall under more than one category.
SECTION FOUR 161 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Human Capital Management Report 

The Architect of the Capitol Human Resources Act, 2 U.S.C. §1831 (HR 

Act) requires the AOC to evaluate its personnel management system 

for compliance with the requirements of the HR Act and all other 

relevant laws, rules and regulations. The agency provides the results 

of this evaluation on an annual basis to the Speaker of the House of 

Representatives, the House Office Building Commission, the Senate 

Committee on Rules and Administration and the Joint Committee on 

the Library. The personnel management system includes:

 A fair employment system

 Equal employment opportunity/affirmative employment programs

 Classification of positions

 Employee training and development

 A performance appraisal system

 A fair and equitable system to address misconduct and performance

 An employee assistance program

 Absence and leave

FAIR EMPLOYMENT SYSTEM

The HR Act requires the AOC to have a human resources system 

that ensures the agency appoints and promotes personnel based 

on merit and fitness, and to achieve this through fair and equitable 

consideration of all applicants and employees via open competition. 

The agency complies with the HR Act by promoting fairness in 

hiring and promotions through policies and procedures that ensure 

equal employment opportunities, with selection and advancement 

decisions determined by operational requirements and candidates’ 

knowledge, skills and abilities.

The Career Staffing Plan policy, AOC Order 335, provides uniformity 

in conducting and documenting the recruitment and hiring process. 

This policy is consistent with best practices in the public and 

private sectors.

Program Highlights:

The AOC’s Human Capital Management Division (HCMD) has 

continued to identify and leverage professional industry and diversitybased associations to increase awareness of the AOC’s mission and 

promote career opportunities at the agency. Partnerships with these 

organizations allow the AOC to target specific audiences with needed 

skill sets and knowledge through job postings, email campaigns and 

networking. These efforts help to strengthen and diversify applicant 

pools for some of the agency’s most hard-to-fill positions. In FY 2023, 

the agency developed and cultivated networking relationships with 

approximately 20 new organizations. 

The AOC also continues to foster relationships with educational 

institutions to recruit candidates for early career positions and 

pathway opportunities such as the AOC’s summer internship program. 

In FY 2023, the agency engaged students by hosting an in-person 

information session and Capitol tour with Catholic University and an 

information session with Howard University’s College of Engineering 

and Architecture. The AOC also participated in career fairs with 

University of Maryland, University of the District of Columbia 

(Division of Workforce Development & Lifelong Learning), East 

Coast Polytechnic Institute, Edison Academy, College of Southern 

Maryland, University of Virginia and Morgan State University. 

These expanded recruitment activities and the promotion of AOC 

internship opportunities through social media, email campaigns 

and job postings resulted in 82 summer interns participating in this 

year’s program. 

In FY 2023, for the first time, the AOC partnered with the American 

College of the Building Arts (ACBA), the only college in the country 

that fully integrates professional training in the traditional building 

trades with a liberal arts core curriculum. Seven students majoring 

in architecture, masonry and carpentry were selected for summer 

internships, gaining valuable, hands-on work experience in their 

fields. The agency will build on this foundation to cultivate ACBA 

students’ interest in job opportunities at the AOC upon graduation.

EQUAL EMPLOYMENT OPPORTUNIT Y/AFFIRMATIVE 

EMPLOYMENT PROGRAMS

The HR Act requires the AOC to have an equal employment 

opportunity program that includes an affirmative employment 

program for employees and applicants. The HR Act also requires that 

the AOC has procedures for monitoring its progress in ensuring a 

diverse workforce. The Diversity, Inclusion and Dispute Resolution (DI/

DR) office carries out the agency’s Equal Employment Opportunity 

Program, outlined in AOC Policy Memorandum 24-2c, Equal 

Employment Opportunity. 

Program Highlights:

The AOC hires and advances individuals based on merit without 

regard to race, color, sex (to include pregnancy, sexual orientation 

and gender identity), religion, age, national origin, disability or 

involvement in protected equal employment opportunity (EEO) 

activity. This fiscal year, the DI/DR office established a Diversity, Equity, 

Inclusion and Accessibility Program Manager position within the office 

and was actively recruiting at the time of this report. This position 

will monitor employment data to identify potential barriers to EEO 

throughout the employment cycle, promote affirmative employment, 

assist employees in addressing and resolving concerns and ensure 

the agency upholds the commitment to a diverse and respectful 

work environment that is free of harassment, discrimination and 

retaliation. The DI/DR office also promotes full access and integration 

for qualified individuals with disabilities into the workforce through 

the Reasonable Accommodation Program.

CLASSIFICATION OF POSITIONS

The HR Act requires the AOC to have a system for the classification of 

positions that considers the difficulty, responsibility and qualification 

requirements of the work performed, and which conforms to the 

principle of equal pay for substantially equal work. The classification 
SECTION FOUR 162 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

system fosters internal equity for employees with comparable 

qualifications and responsibilities for their respective occupations. The 

AOC uses federal guidelines for the classification of General Schedule 

and Wage Grade positions and to determine duties, responsibilities, 

qualification requirements, position titles, series and grade levels.10

The AOC pays prevailing rates to employees in recognized trades or 

in unskilled or skilled manual labor occupations and work leaders and 

supervisors. The AOC also has exempt personnel positions that are 

Senior Rated. Employees in these positions serve at the pleasure of the 

Architect of the Capitol. 

The classification program seeks equity with similar positions in the 

external nonfederal sector. AOC Order 532, Pay Under the Architect’s 

Wage System, articulates agency policy on position classifications and 

employee compensation determinations. 

Section One: Management’s Discussion & Analysis depicts 

the organizational structure as well as the number of positions in 

each jurisdiction.

Program Highlights:

Every year, the AOC evaluates skilled trade positions, the primary 

employment category in the agency’s workforce, which includes 

mission-critical and hard-to-fill positions. These comprehensive job 

studies are conducted to ensure positions are properly classified 

and graded and are comparable to other government agencies. The 

scope of the study includes an evaluation of salaries for the AOC’s 

skilled trade positions against labor market compensation rates for 

comparable positions.

Preparation for these studies begin with a review of prior position 

studies and determination of the scope of the study by assessing 

changes in the agency’s organizational structure, job series and types 

of positions. Positions are classified in accordance with the U.S. Office 

of Personnel Management (OPM) standards. In FY 2023, the AOC 

identified 16 mission-critical positions with retention and recruiting 

concerns to undergo the skilled trade study. The HCMD is also 

conducting eight skilled trade studies for positions that are identified 

as hard-to-fill. 

EMPLOYEE TRAINING AND DEVELOPMENT

The HR Act requires the AOC to establish and maintain an employee 

training and development program focused on improving agency 

performance and creating opportunities for career advancement. 

This program offers training opportunities for employees to develop 

desired behaviors, gain familiarity with industry standards, and 

enhance job-related knowledge, skills, abilities and technical 

competencies in accordance with their position. AOC Order 410-1, 

Training and Employee Development, ensures a consistent policy 

framework for the employee training and development program.

10 Title 5 U.S.C. § 5349 requires that rates for AOC employees be fixed and adjusted 

consistent with the public interest and in accordance with prevailing rates. 

OPM classification standards provide information on the occupational series, 

title, grade and pay system for positions performing white collar work in the 

federal government.

Program Highlights:

Establishment of AOC University

In FY 2023, AOC University was established as a newly created 

organization with the mission of enhancing individual and 

organizational learning to optimize agency performance, support 

employees in achieving their career goals and position the agency 

to meet future business needs. AOC University operates by 

providing core competency training and professional growth and 

development programs across the enterprise, while individual Offices 

and Jurisdictions maintain the authority and resources to provide 

specialized training unique to their organization. This approach 

reduces costs and improves the breadth and quality of training 

employees receive. AOC University also supports the growth and 

retention components of the Human Capital Strategy by promoting 

skill development and career growth in line with employees’ 

professional career aspirations and learning goals.

In collaboration with agency partners and executive leaders, and 

following approved business model recommendations, the AOC 

established a staffing strategy and organizational structure to support 

AOC University’s core mission. The Chief Learning Officer leads 

AOC University and is supported by staff from the former Training 

and Employee Development Branch. In addition, the positions of 

the Training Program Director and Communications and Outreach 

Specialist were developed and staffed this fiscal year. 

AOC Learn Enhancements

To support the launch of AOC University and align with the 

established business model approach, technical upgrades were 

identified for expanding the functionalities and future enhancements 

of AOC Learn, the agency’s learning management system. The launch 

of AOC University introduced a prominent link on the employee 

intranet homepage, offering access to additional information, tools, 

resources, points of contact and one-click access to AOC Learn. AOC 

Learn is managed by AOC University and serves as the platform for 

employees to access and manage their training plans and courses. 

In addition, employees have access to a customized list of mandatory 

training that includes reoccurring training requirements based on 

job duties. They also have around-the-clock access to a suite of 

on-demand online training courses available through Percipio. The 

Percipio platform provides a blended learning experience, allowing 

employees to engage in a variety of learning modalities, such as 

watching, reading, listening, practicing and attending live courses 

and events. It offers a wide range of popular learning topics, including 

communication essentials, customer service, leadership, Office 

365, SharePoint, One Drive, Microsoft Project, Digital Automation, 

Data Analytics, Digital Transformation and Design Thinking. 
SECTION FOUR 163 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

This fiscal year, AOC University enhanced the functionality of AOC 

Learn to support the training approval process. This enhancement 

enables the capture of real-time workflow status from the initiation 

of training to completion, with training completions automatically 

recorded in employee training histories. This results in more effective 

tracking capabilities.

Established Training Partnerships

To address identified skill gaps, AOC University established two 

partnerships to offer agency-specific technical training. The 

first, Enterprise Training Solutions (ETS), is an online learning 

subscription that offers professional development opportunities 

for engineers, architects, facilities, maintenance and buildings 

personnel. ETS provides courses in architecture, facility management 

and engineering, including online courses, webinars, and live 

virtual classes to earn continuing education units for professional 

certifications. Course topics cover facility management, maintenance, 

engineering, sustainability, energy management, water efficiency, 

electrical, design, and construction trades. The second partnership, 

TPC, is an online pilot program that offers training in subject 

areas to improve or reskill employees, focusing on technical and 

troubleshooting skills for operations maintenance and safety. TPC also 

offers learning tracks for trades such as custodial, building grounds 

and facilities maintenance. Lessons include blueprints, schematics, 

math, measurements, materials, tools, troubleshooting, and relevant 

OSHA regulations for operations and maintenance personnel.

Developed Career Path and Leadership Resources

To offer employees clear career paths and training opportunities in 

their chosen field, the AOC developed career path resource guides, 

starting with custodial and administrative job series. To support career 

development, the AOC provided revised in-person and virtual sessions 

focusing on navigating the internal application and interview process 

and offering individual career path assistance. 

The AOC also introduced a pilot program, the Aspiring Leaders 

Program, consisting of six 4-hour interactive live sessions. The 

program is designed to provide competitive opportunities to 

participate in intensive leadership skills training for high-performing 

non-supervisory/lead employees. Along with challenging 

individual learning activities, the curriculum includes small group 

developmental assignments and a capstone project. The first class 

included 22 employees.

Table 24. Most Completed Agency-Sponsored Training 

in FY 2023

COURSE DESCRIPTION COUNT

Controlled Unclassified Information 

(CUI) (Current) 3226

2022 AOC Cyber Security 

Awareness Training 3003

Employee: Preventing Discrimination 

and Harassment (Current) 2271

2022 Annual Ethics 1542

Heat Stress Awareness (AOC 

University and OSCC) 581

AOC Fraud Awareness (Current) 565

Roles Based Training (IT 

Security 2023) 468

Supervisor: Preventing 

Discrimination and 

Harassment  (Current)

465

Know Your Rights/ Avenues of 

Assistance for AOC Employees 376

Standards of Conduct 375

Emergency Protective Actions Review 337

Mandatory Drug-Free Workplace 

Employee Education 306

COVID-19 Pandemic Operations 268

CVC Suspicious Items 240

Portable Fire Extinguisher Training 

(On-Site Classroom) 233

PERFORMANCE APPRAISAL SYSTEM

The HR Act requires the AOC to have a formal performance 

appraisal system that will permit the accurate evaluation of 

job performance based on objective criteria. The Performance 

Communication and Evaluation System (PCES) is based on the 

OPM’s Performance Management System but is tailored to the AOC’s 

unique mission. The PCES links individual work elements to the 

AOC Bridge Strategic Plan, strengthens communication between 

supervisors and employees, improves individual and organizational 

performance, provides recognition and rewards and identifies unmet 

performance requirements.

AOC Order 430-1, Performance, Communication and Evaluation 

System, provides the agency’s performance management 

system policy. AOC Order 430-2, Performance Management for 

Exempt Personnel, provides the performance review policy for 

exempt personnel.

Program Highlights:

In FY 2023, HCMD implemented a performance management program 

and automated system in line with the Human Capital Strategic 

Plan. To lead the effort, a cross-agency, cross-functional work group 
SECTION FOUR 164 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

evaluated the existing performance management program and 

identified opportunities to strengthen the performance management 

process. This effort resulted in transitioning from a three-tier to a 

five-tier rating system, introducing performance awards for the top 

two levels, establishing a uniform rating period, streamlining the midyear review process and incorporating the agency’s core values into 

performance ratings. 

This fiscal year, the agency procured a new a new commercial-offthe-shelf (COTS) automated system to support the performance 

management program. The new system facilitates enhanced 

opportunities for employees and supervisors to engage in meaningful 

performance discussions, conduct continuous check-ins and document 

feedback. Employees can easily access performance goals and track 

their progress, while supervisors can document achievements and 

areas needing improvement. The ease of access promotes increased 

communication between employees and supervisors and aligns with 

the goals of the Human Capital Strategic Plan.

To support adoption of the new performance management program 

and system, employees and supervisors received comprehensive 

training on how to navigate the system, develop clear Specific, 

Measurable, Achievable, Relevant and Timebound (SMART) goals and 

provide the necessary feedback to enhance performance.

The new performance management program and system will 

enhance the way the agency evaluates, recognizes and rewards 

employee performance and, in turn, will enhance overall 

organizational performance. 

FAIR AND EQUITABLE SYSTEM TO ADDRESS 

MISCONDUCT AND PERFORMANCE

The HR Act requires the AOC to have a fair and equitable system 

in place to address unacceptable conduct and performance by 

employees, including a general statement of violations, sanctions and 

procedures and a formal grievance system. The AOC has a progressive 

discipline policy that aligns with OPM’s Managing Federal Employees’ 

Performance Issues or Misconduct reference materials but is tailored 

to the agency’s unique mission. AOC Order 752-1, Discipline and 

applicable collective bargaining agreements (CBA) specify uniform 

procedures for disciplinary actions designed to address and correct 

inappropriate employee conduct.11 AOC Order 430-1, Performance, 

Communication and Evaluation System, provides the agency’s 

policy to address unacceptable performance. Like the discipline 

policy, applicable CBAs include the AOC’s policy for unacceptable 

performance. All AOC employees have access to the AOC’s Human 

Resources policy manual via the agency’s intranet.

AOC Order 752-1, Discipline, provides a table of typical penalties for 

infractions. A formal grievance procedure is available to all employees. 

11 The AOC’s current collective bargaining agreements (CBA) include American 

Federation of State, County and Municipal Employees (AFSCME) Council 20, 

Local 626; AFSCME Council 20, Local 658; International Brotherhood of Electrical 

Workers (IBEW), Local 121; Sheet Metal, Air, Rail and Transportation Workers, 

Local 100; United Association of Journeymen and Apprentices of the Plumbing 

and Pipefitting Industry of the United States and Canada (“Plumbers”), Local 5.

If a union represents an employee, then the AOC affords the employee 

formal grievance procedures under the appropriate CBA. Otherwise, 

the AOC affords the employee formal grievance procedures under 

AOC Order 771-1, Grievance Policy.

The AOC evaluates each instance of misconduct against the 

“Douglas Factors,” which are established criteria espoused by 

OPM to ensure that agencies impose an appropriate penalty for 

employee misconduct. The AOC also reviews comparable disciplinary 

cases to ensure consistency. Likewise, the AOC is consistent in its 

handling of performance deficiencies. Appropriate coaching and 

accountability are important principles in addressing misconduct and 

performance issues.

Program Highlights:

In conjunction with implementation of the new performance 

management program and automated system, the AOC updated 

and revised its PCES policy to ensure a fair and equitable process for 

addressing misconduct and performance. The revised Order aligns 

with the new performance management process, helps employees 

understand their performance expectations by setting clear SMART 

goals that are aligned with the agency’s mission and encourages 

continuous feedback and coaching by supervisors. HCMD also 

provided supervisory training sessions on managing performance and 

disciplinary actions. 

To further enhance transparency regarding the disciplinary process, 

HCMD communicated clear timelines for disciplinary actions. An 

updated disciplinary policy, designed to adhere to best practices, 

enhance efficiency in handling disciplinary cases and maintain 

fairness for both employees and supervisors, is anticipated to be 

finalized in FY 2024.

EMPLOYEE ASSISTANCE PROGRAM

The HR Act requires the AOC to provide confidential services for 

mental health, substance abuse and other employee issues. AOC 

Order 792-1, Employee Assistance Program (EAP), defines the 

agency’s program to meet this requirement. The program helps 

employees define the problem, create a plan of action, develop 

new or strengthen existing skills and identify resources for problem 

resolution. Program services include initial assessment, short-term 

problem resolution, consultation, referral to community services 

and follow-up services. Participation in the EAP is voluntary, and the 

agency provides the program to employees and their immediate 

families free of charge (although employees are responsible for 

outside services). The AOC maintains confidentiality for employee 

participants and does not share employee personal information 

without a signed release. 

Program Highlights:

The EAP has significantly expanded its role in supporting the AOC 

workforce and their families over the past several years due to the 

COVID-19 pandemic challenges, the transition to an endemic phase, 

the demands of effective telework and the return to the worksite 
SECTION FOUR 165 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

for many employees. Serving as a vital component of the agency’s 

pandemic and endemic response, the EAP played a critical role in 

delivering care, assistance and counseling to employees and providing 

essential information on individual and community health, safety 

and well-being. In FY 2023, the EAP presented information related to 

mental health and emotional concerns arising from the pandemic’s 

aftermath and continues to offer on-demand counseling and assistance 

in managing the ongoing stress associated with the epidemic.

Throughout the year, the EAP responded to management requests 

for consultations and workplace presentations, including providing 

grief education and support, suicide awareness and prevention and 

stress management sessions. The EAP Program Manager provided 

presentations to staff on topics including loss and grief, grief support 

and resources, critical incident support and return to work tips for 

AOC employees.

Through supplemental contract support, employees continue to have 

24/7 telephone access to Espyr, which includes “TalkNow,” offering 

confidential counseling support delivered by qualified behavioral 

health professionals. In addition, employees have unlimited access 

to the EAP library on Compass and Espyr’s behavioral health website, 

which offers resources for monthly webinars, articles, tools, videos 

and trainings at any time. 

ABSENCE AND LEAVE

The HR Act requires the AOC to have a formal policy statement 

regarding the use and accrual of sick and annual leave. The agency 

has included its formal statement regarding the use and accrual of 

sick and annual leave in AOC Order 630-1, Absence and Leave Policy; 

AOC Order 630-2, Family and Medical Leave Act (FMLA) Policy; and 

AOC Order 610-1, Alternative Work Schedule Policy. The policies cover 

the use and accrual of sick and annual leave, advanced annual and 

sick leave, compensatory time, leave without pay and other forms 

of leave, and provides the procedures to ensure the uniform and 

consistent administration of leave programs. The policies comply with 

federal regulations and the Office of Congressional Workplace Rights’ 

regulations on the FMLA. Employees receive these policies during 

onboarding and have access to the policies on the agency intranet. 

Additionally, employees received the policies through the Employee 

Guide, policy memorandums and an extended absences brochure.

Program Highlights: 

On May 11, 2023, President Biden officially ended the federal 

government’s response to the COVID-19 pandemic national 

emergency. When the national emergency ended, the agency 

required employees to return to work on-site for a minimum of three 

days per week. In response to questions regarding this requirement, 

HCMD has provided leave and time management support and 

guidance to supervisors and employees on an ongoing basis. Offices, 

jurisdictions and supervisors received training regarding the proper 

application of AOC Order 630-1, Absence and Leave and AOC 600-1, 

Telework Program. Additionally, increased inquiries and requests 

involving the FMLA prompted the need for training seminars, which 

were under development at the end of FY 2023.

OVERSIGHT AND E VALUATION 

The HR Act requires the AOC to develop a system of oversight and 

evaluation to ensure that the agency’s personnel management 

system meets the requirements of the HR Act and complies 

with all other relevant laws, rules and regulations. The AOC has 

developed the following system of oversight and evaluation to meet 

these requirements: 

Chief Human Capital Officer (CHCO). The CHCO oversees the 

agency’s human capital programs, including talent acquisition, 

position classifications, performance appraisal system, fair and 

equitable system to address misconduct and performance, employee 

assistance and absence and leave. 

Chief Learning Officer (CLO). The CLO reports to the Chief 

Administrative Officer and oversees AOC University, a new 

organization responsible for identifying, developing and delivering 

training and education and ensuring employees have equitable 

opportunities to build skills and advance in their careers.

Director of Diversity, Inclusion and Dispute Resolution (DI/

DR). The director of DI/DR reports to the Acting Architect and the 

Chief Administrative Officer, who has oversight responsibility for the 

AOC’s EEO, affirmative employment, reasonable accommodation, and 

DI/DR programs. 

Office of Inspector General (OIG). The OIG provides independent 

oversight of the AOC by auditing and evaluating various human 

capital programs. This fiscal year the OIG evaluated the AOC’s Student 

Loan Repayment Program and found that the program was generally 

strong. No findings or recommendations were identified for program 

improvements. An evaluation of the AOC’s Workers’ Compensation 

Program remains ongoing.

Affirmative Employment Program Report. The Affirmative 

Employment Program Report provides statistics on the diversity of 

the AOC’s workforce, and helps track progress on the effectiveness 

of initiatives to ensure a diverse workforce. The report includes 

workforce data by jurisdiction and job group, personnel activity and 

compensation level. 

Annual Review of Policies. AOC Order 4-1, Issuing AOC Policy, 

requires regular review of agency policies. The AOC reviews its human 

resources policies annually to ensure that the policies are compliant 

with federal statutes and continue to meet evolving agency needs. 

See the Infographic. Human Capital by the Numbers for a 

snapshot of the AOC’s workforce profile and related human capital 

statistics for FY 2023.
SECTION FOUR 166 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

 

 

 

 

 

 

 

 

Infographic. Human Capital by the Numbers
SECTION FOUR 167 Other Information

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

This page is intentionally left blank.

169 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendices

Appendix A

Architects of the Capitol

The position of the Architect of the Capitol has a legacy rooted in the beginnings of Washington, D.C., when President George Washington selected 

Dr. William Thornton’s design for the U.S. Capitol. For his indelible impact on the national landscape, Dr. Thornton is honored as the first “Architect 

of the Capitol.” Table 25 lists the 12 individuals who have held the position of Architect of the Capitol, along with their dates of service. Each name is 

hyperlinked to their biography on the AOC website. 

Previous page: An east-facing view of the Crypt from Inaugural steps in the U.S. Capitol.

NAME DATES OF 

SERVICE

Dr. William Thornton 1793

Benjamin Henry Latrobe 1803-1811

1815-1817

Charles Bulfinch 1818-1829

Thomas Ustick Walter 1851-1865

Edward Clark 1865-1902

Elliott Woods 1902-1923

NAME DATES OF 

SERVICE

David Lynn 1923-1954

J. George Stewart 1954-1970

George M. White, FAIA 1971-1995

Alan M. Hantman, FAIA 1997-2007

Stephen T. Ayers, 

FAIA, CCM, LEED AP 2010-2018

J. Brett Blanton, PE 2020-2023

Table 25. Architects of the Capitol 
170 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix B

Major Facilities

As the builder and steward of the landmark facilities of the Capitol 

campus, the AOC is responsible for many of the most iconic buildings 

in the nation. Table 26 lists the major facilities under the AOC’s 

stewardship, organized by the respective organizational unit.

FACILITY LOCATION

YEAR BUILT OR ACQUIRED

(If property was acquired after the year built, the 

AOC’s acquisition date appears in parentheses.)

ASSIGNED (A) 

OR LEASED (L)

Capitol Building

U.S. Capitol Building Washington, D.C. Construction started in 1793, various other dates 

for multiple expansions A

Capitol Grounds and Arboretum

Summerhouse Washington, D.C. 1880 A

Capitol Square Washington, D.C. 1894 A

Robert A. Taft Memorial and Carillon Washington, D.C. 1959 A

Union Square Washington, D.C. Transferred 2011 A

Capitol Power Plant

Generator Building Washington, D.C. 1909 A

Main Boiler Plant Washington, D.C. 1909 A

Cogeneration Plant (formerly East Refrigeration Plant) Washington, D.C. 1937 A

Administration Building Washington, D.C. 1978 A

West Refrigeration Plant Washington, D.C. 1978 and various dates for later expansions A

Utility Tunnels Washington, D.C. Various dates A

Coal Yard Facilities Washington, D.C. Various dates A

House Office Buildings

Cannon House Office Building Washington, D.C. 1908 A

Longworth House Office Building Washington, D.C. 1933 A

Rayburn House Office Building Washington, D.C. 1965 A

East and West House Underground Garages Washington, D.C. 1968 A

Ford House Office Building Washington, D.C. 1939 (Transferred 1974) A

House Page Dormitory* Washington, D.C. 1940 (Transferred 1986) A

O’Neill House Office Building Washington, D.C. 1963 (Transferred 2017) A

Library Buildings and Grounds

Thomas Jefferson Building Washington, D.C. 1897 (Transferred 1922) A

John Adams Building Washington, D.C. 1938 A

James Madison Memorial Building Washington, D.C. 1980 A

Special Services Facilities Center Washington, D.C. 1990 (Transferred 1991) A

Congressional Campus, which includes:

Fort Meade Warehouse Buildings Fort Meade, MD 1942 (Transferred 1994) A

Fort Meade Collection Storage Modules Fort Meade, MD

Module 1: 2002, Module 2: 2005, Modules 3 and 4: 

2009, 

Module 5: 2017, Module 6: 2022

A

Packard Campus for Audio-Visual Conservation Culpeper, VA 2007 A

Table 26. Major AOC Facilities
171 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

FACILITY LOCATION

YEAR BUILT OR ACQUIRED

(If property was acquired after the year built, the 

AOC’s acquisition date appears in parentheses.)

ASSIGNED (A) 

OR LEASED (L)

Collections Storage Facility Landover, MD 2016 L

Logistics Storage Facility Landover, MD 2017 L

U.S. Copyright Office Storage Facility Landover, MD 2021 L

Office of the Chief Engineer (Construction Division)

Construction Division Shops Washington, D.C. Estimated 1950s (1982) A

Construction Division Warehouse Landover, MD 2016 L

Office of the Chief Security Officer

Eney, Chestnut, Gibson Memorial Building Washington, D.C. 1930 (Transferred 1986) A

Vehicle Maintenance Facility Washington, D.C. 1930 A

Courier Acceptance Facility Washington, D.C. 1980 A

Canine Facility Washington, D.C. 1996 (Transferred 2004) A

Fairchild Building Washington, D.C. 2004 A/L

Interim Off-Site Delivery Washington, D.C. 2006 A

Government Publishing Office (GPO) Washington, D.C. 2005 L

Verizon Building Washington, D.C. 2011 L

Off-Site Facility Not Disclosed Not Disclosed A

Senate Office Buildings

Russell Senate Office Building Washington, D.C. 1909 A

Senate Underground Garage Washington, D.C. 1932 A

Dirksen Senate Office Building Washington, D.C. 1958 A

Hart Senate Office Building Washington, D.C. 1982 A

Daniel Webster Senate Page Residence Washington, D.C. 1930 (Transferred 1993) A

107 D Street, NE Washington, D.C. 1885 A

Senate Sergeant At Arms (SSAA) Office Support (Postal 

Square) Washington, D.C. 1992 L

Senate Storage Building Washington, D.C. 1993 A

Senate Employees’ Child Care Center Washington, D.C. 1998 A

SSAA/Secretary of the Senate Warehouse Facility Landover, MD 2005 L

GPO — Senate Furniture/Refinishing Washington, D.C. 2007 L

Senate Mail Handing Facility Landover, MD 2008 A

SSAA Printing, Graphics and Direct Mail Facility Landover, MD 2011 L

GPO — SSAA Cabinet Washington, D.C. 2012 L

Supreme Court Building and Grounds

Supreme Court of the United States Washington, D.C. 1935 A

Thurgood Marshall Federal Judiciary Building Washington, D.C. 1992 A

U.S. Botanic Garden

Administration Building Washington, D.C. 1931 A

Bartholdi Fountain and Gardens Washington, D.C. 1932 A

Conservatory and surrounding gardens Washington, D.C. 1933 A

Production Facility Greenhouse, Headhouse Washington, D.C. 1993 A

Storage Facility Washington, D.C. 2017 A

U.S. Capitol Visitor Center

U.S. Capitol Visitor Center** Washington, D.C. 2008 A

* The House Page Dormitory is on loan to the Library of Congress for occupancy, oversight and management and is used by the National Library Service for the Blind and Print Disabled. The 

AOC is responsible for the building’s facility maintenance. 

** While the visitor services operations at the U.S. Capitol Visitor Center are performed by the U.S. Capitol Visitor Center jurisdiction, its facility maintenance is managed by the Capitol 

Building jurisdiction.
172 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix C

The Operational Jurisdictions

The AOC has nine operational jurisdictions, each with distinct responsibilities for maintenance, operation, development, preservation and services 

for a specific area of the Capitol campus. The AOC receives a separate appropriation for each jurisdiction. Table 27 identifies the nine operational 

jurisdictions and their corresponding responsibilities. This section supplements the major agency accomplishments described in Section One: 

Management’s Discussion & Analysis and highlights each jurisdiction’s additional FY 2023 operational achievements and FY 2024 priorities in 

support of the AOC’s mission.

Table 27. The Operational Jurisdictions

Capitol Building: Responsible for the life cycle maintenance, operations and care of the U.S. Capitol, the centerpiece of the Capitol campus, and for the 

maintenance of the U.S. Capitol Visitor Center.

Capitol Grounds and Arboretum: Responsible for preserving and maintaining 286 acres of historic landscape and grounds infrastructure across Capitol Hill.

Capitol Power Plant: Responsible for providing centralized utility services for Capitol Hill including electricity, steam, chilled water and electronic 

communications systems.

House Office Buildings: Responsible for the life cycle maintenance, operations and care of the facilities supporting the office and committee space for the 

Members of the U.S. House of Representatives and their staff.

Library Buildings and Grounds: Responsible for the life cycle maintenance, operations and care of the Library of Congress facilities and grounds.

Senate Office Buildings: Responsible for the life cycle maintenance, operations and care of the facilities supporting the office and committee space for U.S. 

senators and their staff.

Supreme Court Building and Grounds: Responsible for the life cycle maintenance, operations and care of the Supreme Court of the United States, the Thurgood 

Marshall Federal Judiciary Building and the surrounding grounds.

U.S. Botanic Garden: Responsible for the maintenance, operation and care of the USBG Conservatory, the outdoor gardens, support facilities, the Bartholdi 

Fountain and Gardens, USBG’s other heritage assets and plant collections.

U.S. Capitol Visitor Center: Responsible for visitor services and general operations at the CVC, including informational tours and exhibitions, a restaurant, two 

orientation theaters, two meeting rooms, an auditorium and gift shops.
173 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KEY ACCOMPLISHMENTS IN FY 2023

 Led Water Main Repair and Cleanup: Collaborated with 

other jurisdictions and external partners to promptly respond to 

a ruptured water main near the Summerhouse on the U.S. Capitol 

Grounds. The team successfully stopped the leak, conducted 

necessary repairs and restored the impacted area preventing 

disruption to water service and minimizing damage.

 Street, Sidewalk and Decorative Paving: Completed 

multiple paving improvements. Specific accomplishments include 

total repaving of Louisiana Avenue and areas at the entrance 

of the Senate Underground Garage, coordination of multiple 

D.C. District Department of Transportation-managed streets for 

repaving, correcting numerous areas of deficient and hazardous 

sidewalk throughout the Capitol campus and installing decorative 

concrete at the Capitol Square bollard line to reduce erosion and 

sediment issues. 

 Improved Operational Space Management: Began an inhouse effort to improve operational space at the Capitol Power 

Plant South site. The work included resurfacing paved areas, 

repurposing locations adjacent to the rail tracks, organizing and 

restructuring use of CONEX boxes for additional shop and storage 

space, improving winter weather management operational space 

and creating alternative methods of managing green waste. These 

efforts reduced the carbon footprint, provided safer operating 

conditions and reduced fleet miles by approximately 4,400 annual 

miles, recouping nearly 800 work hours and saving almost 600 

gallons of fuel. 

WHAT’S NEXT? FY 2024 PRIORITIES

 Complete U.S. Capitol Visitor Center Entrance Landscape: 

Continue efforts to address soil improvements and identify 

planting alternatives to improve the landscape around the CVC 

entrance. This effort will remove unusable fill, mitigate compaction 

and incorporate soil amendments , renovating irrigation and 

improving drainage. 

 Improve Summerhouse Landscape: Implement plans to restore 

the Summerhouse landscape to reflect Olmsted’s design approach 

while allowing for modern horticultural concerns. 

KEY ACCOMPLISHMENTS IN FY 2023

 Initiated Restoration Efforts in the Senate Reception 

Room: Developed a master schedule prioritizing restoration work 

to be completed in the Senate Reception Room before the 60th

Presidential Inaugural ceremony. Restoration of the dome and 

ceiling mural in the room are underway and on schedule.

 Completed Repairs to Second Floor Paint and Plaster: 

Repaired delaminating plaster in the North, South and West 

Corridors of the Senate’s second floor. The six-phase project 

involved scaffolding, hazard condition surveys, lead paint removal, 

plaster repair and repainting the corridors to match the original 

historic colors.

 Improved Fire Safety: Completed fire safety improvements 

including replacing the obsolete fire alarm system control 

panel, installing sprinklers on the fourth floor and in elevator 

machine rooms and upgrading fire suppression systems in Senate 

curator rooms. 

WHAT’S NEXT? FY 2024 PRIORITIES

 Prepare for the 60th Presidential Inaugural: Award the 

contract for construction of the inaugural platform and support 

facilities on the West Front of the U.S. Capitol. 

 Preserve U.S. Capitol Stone and Metal: Complete Phase 

3 of the ongoing preservation project on the West Front of the 

U.S. Capitol. Phase 4 of the project will include stone and metal 

preservation efforts on the East Front of the U.S. Capitol.

Capitol Building

Capitol Grounds and Arboretum
174 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KEY ACCOMPLISHMENTS IN FY 2023

 Maintained Historic Masonry: Completed surveys 

and assessments for the design of the Longworth Building 

exterior masonry and envelope repair project. The project will 

address deterioration, water infiltration, structural issues and 

preservation requirements.

 Initiated Tunnel Restoration: Completed the initial phase of the 

design for the restoration of the pedestrian tunnel from the Cannon 

Building to the U.S. Capitol. This phase included a feasibility analysis, 

interior destructive testing, utility pipe wall hazmat testing and video 

inspection of the underground sewer lines near the tunnel. The 

feasibility analysis also included a review of existing conditions and 

documentation, interviews with stakeholders and a nondestructive 

investigation of the waterproofing and structural conditions. 

 Implemented Space Planning Standards: Conducted FCAs 

for the Longworth and O’Neill House Office Buildings and the East 

and West House Underground Garages to align capital investment 

planning with operational requirements and asset conditions. The 

jurisdiction introduced Drawbase space management software to 

consolidate and centralize critical space-related data, including space 

assignment, use, move management and outage management as 

well as tracking of infrastructure, doors, windows, walls, ceilings, 

hazmat diagrams, paint dates and furniture inventory. The 

jurisdiction also hired a Space Management Program Manager to 

spearhead efforts and ensure effective implementation.

WHAT’S NEXT? FY 2024 PRIORITIES

 Plan for Rayburn House Office Building Renewal: The project 

will enhance the building’s functionality, efficiency, comfort and 

safety, while preserving its historic assets. Key building systems 

including HVAC, lighting, plumbing, fire and life safety, accessibility 

and structural integrity will be replaced or repaired as part of the 

renewal effort.

 Assess Grade Levels: Conduct a study to assess and modify 

grade levels for craft workers. The studies will ensure accurate 

job classifications and fair compensation and promote 

career progression.

KEY ACCOMPLISHMENTS IN FY 2023

 Improved Operations Efficiency, Reliability and Safety:

Finalized program requirements and awarded operations and 

maintenance contracts for industrial chillers, tunnel infrastructure, 

metering systems, electrical switchgear and plant controls. Work 

performed under these contracts will improve efficiency, reliability 

and safety of critical plant operations.

 Enhanced Workplace Culture: Established an Employee 

Engagement Committee comprised of supervisory, nonsupervisory 

and management staff in addition to employee groups open to all 

personnel. The groups actively engaged employees in identifying 

opportunities to improve workplace collaboration, communication 

and culture. 

 Initiated Comprehensive Operations Plan: Started 

development of a comprehensive five-year operations plan to 

outline proposed infrastructure projects, operational initiatives and 

workplace improvements. The plan will provide a strategic road map 

for efficient resource allocation, infrastructure improvements and a 

conducive work environment.

WHAT’S NEXT? FY 2024 PRIORITIES

 Continue Refrigeration Plant Revitalization: Implement 

critical plant upgrades, including replacing basement piping, 

addressing the aging chiller, upgrading electrical panels and 

optimizing controls. The upgrades will enhance safety, improve 

reliability and ensure the plant operates efficiently and effectively in 

the future.

 Expand Employee Training and Advancement 

Opportunities: Expand training and education to provide 

employees opportunities to develop new skills and earn credentials 

in critical operational areas such as electrical and fiber optic work. 

The focus builds skills in the jurisdiction and provides employees 

pathways to advance in their careers.

Capitol Power Plant

House Office Buildings
175 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KEY ACCOMPLISHMENTS IN FY 2023

 Reopened Senate Office Buildings: Fully reopened Senate 

office buildings to the public on January 3, 2023, which included 

establishing reception desks at entrances, updating signage, 

expanding food service operations and resetting committee hearing 

rooms. Since reopening, Senate food service sales have surged, 

with totals in some months in FY 2023 surpassing pre-COVID-19 

pandemic numbers.

 Initiated Building System Upgrades: Awarded an elevator 

maintenance and modernization contract for four elevators in the 

Senate office buildings that have not been modernized since the 

1990s. The project includes recabling elevators, replacing worn-out 

sheaves and upgrading elevator controls. 

 Began the Senate Hearing Room Renovation Program:

Started the 15-year program to renovate 32 committee hearing 

and meeting rooms in the Senate office buildings. The jurisdiction 

completed the design and began construction on the conference 

room for the Senate Committee on Homeland Security and 

Governmental Affairs, with the renovation scheduled to be 

complete in early FY 2024.

WHAT’S NEXT? FY 2024 PRIORITIES

 Modernize Senate Restaurants: Continue the Senate Food 

Service Modernization Program to update food service outlets in the 

Senate office buildings and on the Senate side of the U.S. Capitol. 

The modernization program includes important infrastructure 

upgrades, ADA compliance, technology improvements and 

enhanced customer experience.

 Renovate the Daniel Webster Senate Page Residence:

Continue the design for a comprehensive renovation of the 

building and grounds. The project will include reconfiguring 

the interior spaces for increased efficiency and ADA compliance, 

replacing the exterior envelope, and enhancing security and 

stormwater management. 

KEY ACCOMPLISHMENTS IN FY 2023

 Removed Book Conveyor System: Removed the book conveyor 

system, pneumatic messenger tubing and associated mechanical and 

electrical equipment from the James Madison Memorial Building. 

Removal improved workplace safety and resolved a OCWR citation.

 Replaced Emergency Generator: Replaced the noncompliant 

350 kW emergency generator in the Jefferson Building with a codecompliant 1,350 kW generator. The upgrade addressed deficiencies, 

improved safety and ensured surplus capacity for emergency power.

 Upgraded Lighting in the Adams Building: Upgraded the 

lighting in the Science and Business Reading Room to address 

insufficient illumination. The newly installed, specialized LED lamps 

provide sufficient light at the appropriate color temperature while 

fitting the existing legacy ceiling light fixtures.

WHAT’S NEXT? FY 2024 PRIORITIES

 Implement Visitor Experience Master Plan (VEMP): 

Implement VEMP projects in the Jefferson Building in preparation 

for the 250th anniversary of the United States. Projects include new 

exhibits, egress modifications, gift shops and other enhancements 

to elevate the visitor experience.

 Upgrade Fire Safety at the Madison and Adams Buildings: 

Begin work on the Fire Alarm and Audibility Upgrade Project in the 

Madison Building. The project will remove the existing obsolete 

system and install a new code-compliant fire alarm and notification 

system. The jurisdiction will also begin work on the replacement of 

the sprinkler systems on the Adams Building decks. 

Library Buildings and Grounds

Senate Office Buildings
176 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KEY ACCOMPLISHMENTS IN FY 2023

 Developed a New Strategic Plan: Engaged employees from 

across the USBG to develop a five-year jurisdiction strategic plan, 

which includes a new mission and vision statement. The plan guides 

USBG operations, educational programs and expanded scientific 

engagement through FY 2027.

 Hosted the Annual Orchid Show: Hosted the two-month 

annual orchid show in partnership with Smithsonian Gardens. 

The exhibit “Discover the World of Orchids,” invited visitors to 

explore the orchid collections of the two gardens. A slate of onsite and online programs about the diversity and care of orchids 

accompanied the exhibit.

 Completed the Stormwater Retention Credits 

Recertification Process: Completed the District of Columbia 

Department of Energy and Environment’s stormwater retention 

credit (SRC) application and inspection process for the Bartholdi 

Gardens. As a result of a successful application and inspection 

process, the jurisdiction retained nearly 10,000 SRCs. 

WHAT’S NEXT? FY 2024 PRIORITIES

 Continue Production Facility Renewal Designs: Continue 

development of design and phased funding strategy for the renewal 

of the Production Facility campus. The contract for design of the 

learning center and urban farm will be awarded in FY 2024.

 Develop a Science Engagement Plan: Continue development 

of a five-year plan for science engagement, scheduled for 

completion in early FY 2024. The plan will prioritize ongoing 

initiatives, collaboration, domestic and international plant collection 

and the creation of new cultivars. FY 2024 goals include mapping 

the collection and expanding opportunities for collaboration with 

external researchers.

KEY ACCOMPLISHMENTS IN FY 2023

 Commenced Work on the Interior Courtyard Restoration:

Began work to restore the four interior courtyards of the Supreme 

Court of the United States. Scaffolding was installed in the two 

North Courtyards to accommodate mortar repointing, stone 

cleaning, marble dutchman repairs, copper stain removal and laser 

cleaning. Work in the two South Courtyards also began, including 

restoring surfaces, securing loose stones and repairing and restoring 

bronze lampposts, doors and windows.

 Initiated Façade Repairs: Completed the design and risk 

assessment study for façade repairs at the Thurgood Marshall 

Federal Judiciary Building. The project was issued for bid and a 

general contractor was selected for construction. 

 Expanded Operational Procedures: Continued development 

of standard operating procedures for frequently performed 

and unique technical tasks that are performed infrequently. 

The procedures enhance efficiency and establish service level 

performance expectations for the Supreme Court of the United 

States grounds and courtyards maintenance.

WHAT’S NEXT? FY 2024 PRIORITIES

 Address Critical Skill Set Gaps: Conduct a thorough analysis 

of skill set gaps, with a focus on troubleshooting mechanical 

systems. Coaching and training opportunities will be identified and 

implemented to bridge identified gaps.

 Expand Career Opportunities: Collaborate with AOC 

University to provide training and continuing education 

opportunities for specialty trades such as masonry, decorative 

plaster and maintenance mechanics. The effort will focus on 

addressing skills deficiencies and providing employees with 

pathways to advancement. 

Supreme Court Building and Grounds

U.S. Botanic Garden
177 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

KEY ACCOMPLISHMENTS IN FY 2023

 Opened a New Exhibit: Completed a new exhibit “A Republic 

if You Can Keep It,” focused on the work of the first Congress. This 

was the first special exhibit on display in the jurisdiction’s newly 

redesigned Exhibition Hall. 

 Introduced a New Specialty Tour: Introduced Indigenous 

Peoples in Capitol Art, a new specialty tour that explores how the 

U.S. Capitol’s art collection and the way the United States sees its 

Indigenous peoples have evolved over time.

 Developed Educational Programs and Resources: Expanded

educational programming, for the first time offering both online 

and on-site options for students. Notable additions included the 

Symbols of the Capitol module for young learners and the inaugural 

online augmented reality experience, Who Are the People?

WHAT’S NEXT? FY 2024 PRIORITIES

 Refresh Restaurant and Retail Spaces: Develop a plan to 

refresh restaurant and retail spaces to create a more inviting, 

functional and memorable visitor experience.

 Expand Educational Offerings: Continue to develop and offer 

interactive, online education and resources.

U.S. Capitol Visitor Center
178 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix D

Major Stone Repair and Preservation Projects 

Nearly every building on the Capitol campus is constructed or faced with stone. A combination of weather, age and insufficient maintenance has 

resulted in damage to many of these historic stone edifices. This appendix summarizes the major ongoing stone repair, façade and preservation 

projects. Additional information is available online.

CANNON RENEWAL

Description: The Cannon Building, constructed in 1908, is undergoing a complete renewal to 

restore its deteriorated stone façade. Other project components include restoration of woodframe windows, construction of a new fifth floor and building systems upgrades.

OLMSTED TERRACE PRESERVATION

Description: The stone and metal fixtures on the Olmsted Terrace, which date back to 1894, 

have deteriorated from exposure to weather. This ongoing six-phase project will clean and 

repair the marble and granite walls and approaches to the U.S. Capitol’s base along the west, 

north and south façades.

SUPR EME COUR T INTER IO R COUR T YAR D STO NE CLE ANING AND 

RESTORATION PROGRAM

Description: This project will restore the appearance and preserve the stone façade in the 

four courtyards of the Supreme Court of the United States. The project includes cleaning and 

restoring the stonework, restoring the bronze windows and doors, upgrading electrical and 

lighting systems and renovating the fountain mechanical systems.

THURGOOD MARSHALL FAÇADE REPAIR PROGRAM

Description: The Thurgood Marshall Federal Judiciary Building, constructed in 1992, is 

faced in a stone veneer that is deteriorating. The AOC and the Administrative Office of the U.S. 

Courts have mutually approved a targeted, risk-based approach that prioritizes waterproofing 

and façade stabilization, especially around the areas nearest to public walkways.

CAPITOL EXTERIOR PRESERVATION — STONE AND METAL

Description: The multiphase exterior restoration of the U.S. Capitol Building will extend 

the life expectancy of deteriorated stone and replace missing architectural elements on the 

building. The current project phase includes the installation of scaffolding and the initiation of 

paint stripping and stone repair and consolidation on the building’s west façade.
179 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix E

Major Exhibitions and Programs

The USBG and CVC create and offer a wide range of exhibitions and educational programming for the visiting public. 

U.S. BOTANIC GARDEN

“Cultivate: Growing Food in a Changing World”

July 2022 – Ongoing

Agriculture, the science and technique of growing crops and livestock, 

impacts everyone’s daily life and not just because of the food we eat. 

This exhibit explores the topic from the people that grow the food, 

to the important cultural connections food provides, to modern 

techniques and scientific innovations that make agriculture more 

sustainable and productive. The exhibit comes to life through the 

stories of more than 75 people and organizations from the United 

States and around the world. 

“Discover the World of Orchids”

February 2023 – April 2023

This year marked the 27th annual joint orchid exhibit between the 

USBG and Smithsonian Gardens. The exhibit shares stories of the 

diversity of orchids, one of the largest plant families in the world, and 

how technology advances their conservation. Thousands of orchid 

blooms on display in the USBG Conservatory showcased the extensive 

orchid collections.

“Season’s Greenings” Holiday Exhibit 

November 2022 – January 2023

The USBG offered a gardenwide display to celebrate the holiday 

season. As part of the festivities, model trains ran daily through model 

farms crafted from plant parts in the gated outdoor gardens of the 

USBG. The Conservatory featured varieties of poinsettias grown by the 

Horticulture team, holiday decor and local landmarks created from 

plant material.

Plants and Climate Change Education

September 2022 – Ongoing

The USBG assembled a cohort of peer institutions to explore how the 

public gardens community can contribute to plant-centered climate 

change education. The peer learning group, Plants and Climate 

Change Education, shares knowledge, resources and best practices to 

create model programs and educate audiences about the connection 

between plants and climate change and the importance of plants in 

the context of our changing world.

The annual “Season’s Greenings” holiday exhibit includes a reconstruction of the U.S. Capitol made from plant material. 
180 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Additional information on exhibits at the CVC is available online.

Exhibition Hall 

The CVC restarted public programming in the Exhibition Hall in March 

2023. A new special exhibit, “A Republic if You Can Keep It,” focused 

on the work of the first Congress. It was the first exhibit on display in 

the newly redesigned Exhibition Hall. Other programs included: Seen 

on Screen, Amending the Constitution, ArtiFACTS, What’s Happening 

in the Chambers? and Curator Connections, which allows visitors to 

explore highlights of Exhibition Hall with an exhibit curator. 

Capitol Conversations 

This series of live, interactive online discussions related to the history 

of the U.S. Capitol and the Congress is presented weekly by CVC Visitor 

Guides and Visitor Assistants. During Capitol Conversations, CVC and 

Curator Division staff discuss the U.S. Capitol’s historic spaces, artwork, 

artifacts and related topics such as the creation of Arlington National 

Cemetery and how Congress has worked to honor veterans.

Capitol Tours

The CVC fully reopened in FY 2023 with a return to in-person tours. 

In addition to open tours of the U.S. Capitol Building and an outdoor 

tour of the U.S. Capitol Grounds, the CVC brought back three popular 

specialty tours: Heroes of Civil Rights, Halls of The Senate and Votes 

for Women. The CVC also introduced a new specialty tour: Indigenous 

Peoples in Capitol Art. This tour explores how the U.S. Capitol’s art 

collection and the way the United States sees its Indigenous peoples 

have evolved and changed over time.

Student Programs at the U.S. Capitol

The CVC continued to grow its student program offerings, and for the 

first time, offered both online and on-site options. The CVC added three 

new program modules to the roster, introduced the first module of 

online education resources developed for young learners called Symbols 

of the Capitol and launched its first online augmented reality offering 

Who Are the People? that explores several statues in Exhibition Hall.

U.S. CAPITOL VISITOR CENTER

Production Facility Open House 

March 11, 2023

The USBG hosted its annual open house at its Production Facility. 

The Production Facility supports foliage, nursery crops and seasonal 

displays and exhibits, and contains all of the USBG collection not 

currently on display at the Conservatory, including orchids, medicinal 

plants, carnivorous plants and rare and endangered species. The 

event attracted 285 visitors and was supported by volunteers 

and employees who were on hand to answer questions and share 

information about the collection and plant care.

USBG Online Programming

Ongoing

The USBG offers a variety of online resources and educational 

programming related to gardening and plant science through 

workshops, “ask an expert” sessions, book talks, cooking 

demonstrations and more. School programs included in-person 

and virtual field trips that provide students a closer look at USBG’s 

plant collections and provide opportunities to learn more from plant 

specialists and science educators.

“A Republic if You Can Keep It,” focused on the work of the 

first Congress and was the first exhibit on display in the newly 

redesigned Exhibition Hall. 

Additional information on exhibits at the USBG is available online. 
181 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix F

Capitol Campus Visitation Statistics

Fiscal Year 2023 represented the first full year the Capitol campus was fully open to visitors following the COVID-19 pandemic. Table 28 provides the 

annual number of visitors to the U.S. Capitol Visitor Center, the U.S. Botanic Garden and the Library of Congress by fiscal year. Table 29 provides the 

number of visitors by month. 

Table 28. Number of Visitors by Year: FY 2018 – FY 2023 

(Rounded to the Nearest 1,000)

FISCAL YEAR U.S. CAPITOL 

VISITOR CENTER

U.S. BOTANIC 

GARDEN

LIBRARY OF 

CONGRESS

2018 2,376,000 952,000 1,605,000

2019 2,375,000 1,004,000 1,593,000

2020 723,000 448,000 549,000

2021 0 0 30,000

2022 317,000 502,000 375,000

2023 1,691,000 1,115,000 726,000

Six-Year 

Average* 1,247,000 670,000 813,000

 *The six-year average is impacted by the temporary closure of the Capitol campus due to the COVID-19 

pandemic. These closures lasted from March 2020 through February 2022.

Table 29. Number of Visitors by Month, FY 2023 

(Rounded to the Nearest 1,000)

MONTH U.S. CAPITOL 

VISITOR CENTER

U.S. BOTANIC 

GARDEN

LIBRARY OF 

CONGRESS

October 82,000 67,000 49,000

November 58,000 72,000 40,000

December 50,000 142,000 38,000

January 52,000 59,000 26,000

February 63,000 61,000 32,000

March 205,000 118,000 76,000

April 210,000 139,000 82,000

May 213,000 108,000 78,000

June 230,000 97,000 89,000

July 232,000 104,000 81,000

August 168,000 82,000 77,000

September 128,000 66,000 58,000

Monthly 

Average 141,000 93,000 61,000

Total 1,691,000 1,115,000 726,000

Spring flowers in bloom add to the iconic views of the 

U.S. Capitol from the U.S. Capitol Grounds.
182 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix G

Reimbursable Accounts Summary

The AOC has stewardship responsibility for multiple trust and revolving funds, along with reimbursable accounts. The trust and revolving funds 

are identified and described in Section Three: Financial Information under financial statement note 1.G. The reimbursable accounts 

are summarized below. The assets, liabilities and transactions associated with these reimbursable accounts are included in the audited 

financial statements.

AOC REIMBURSEMENTS COLLEC TED AND POSTED 

TO A SPECIFIC AOC APPROPRIATION

Battery Recharging Fees (2 U.S.C. § 2170, P.L. 112-167 [Senate], 

2 U.S.C. § 2171, P.L. 112-170 [House] and 2 U.S.C. § 2171a, P.L. 114-

113 [Library]). The AOC operates battery recharging stations 

for privately owned vehicles used by Members of Congress 

or covered employees in the parking areas managed by the 

Senate Office Buildings, the House Office Buildings and the 

Library Buildings and Grounds jurisdictions. These recharging 

stations operate at no net cost to the federal government. The 

appropriations account for the Capitol Power Plant is credited 

with all fees or charges collected for the electricity provided 

by the recharging stations. Monies deposited are available 

for obligation in the fiscal year collected and the following 

fiscal year. 

Capitol Complex E85 Fuel Reimbursements (2 U.S.C. § 2169, 

P.L. 110-140, Title V, § 502). The AOC operates an E85 fuel tank and 

pumping system. The pumping station is available for all E85 fuel 

compatible vehicles used by the AOC and other legislative branch 

agencies. All other legislative branch agencies that refuel vehicles at 

the station must reimburse the AOC for the fuel cost. Current users 

include House Sergeant at Arms, House Majority and Minority Whips, 

House Majority and Minority Leaders, Speaker of the House, Clerk of 

the House, House Chief Administrative Officer, Senate Garage, Senate 

Sergeant at Arms, Library of Congress, Supreme Court of the United 

States and the Office of Emergency Management. 

Disposition of Surplus or Obsolete Personal Property

(2 U.S.C. § 1817a, P.L. 111-68, Div. A, Title I, § 1301). The AOC is 

authorized to dispose of surplus or obsolete personal property 

through interagency transfer, donation, sale, trade-in or discard. 

Amounts received from the disposition of personal property are 

available for the AOC’s operations and for the acquisition of the same 

or similar property. The funds are available for the fiscal year received 

and the following fiscal year. 

Utility Reimbursements for Steam and Chilled Water (P.L. 

117-328, Div. I, Title I, and prior year Appropriations Acts). The 

Capitol Power Plant provides lighting, heating, power, water and 

sewer services for the Capitol campus and, on a reimbursable basis, 

other public buildings designated by Congress. These reimbursable 

services include heating the Government Publishing Office and 

Washington City Post Office and heating and providing chilled water 

for air conditioning the Supreme Court of the United States, the Union 

Station complex, the Thurgood Marshall Federal Judiciary Building 

and the Folger Shakespeare Library. The AOC is authorized to credit 

up to $10 million of reimbursed amounts to the Capitol Power Plant’s 

appropriation each fiscal year to offset operating costs. Any amounts 

more than $10 million are deposited in the Treasury’s general fund. 

AOC REIMBURSEMENTS COLLEC TED AND 

TR ANSFERRED TO THE U. S. TRE ASURY GENER AL 

FUND

Rent from The Monocle Restaurant (P.L. 91-382). The AOC 

is authorized to lease the lot where The Monocle Restaurant is 

located. All receipts from this lease are deposited in the Treasury’s 

general fund. 

Other Collection. Collected receipts from other activities, including 

purchase card rebates, restitution payments and vendor refunds, are 

deposited in the Treasury’s general fund, unless otherwise authorized.
183 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix H

Glossary

Americans with Disabilities Act (ADA): This federal law 

prohibits discrimination in employment, transportation, public 

accommodations, communications and government activities and 

guarantees people with disabilities equal opportunity. 

Architect of the Capitol Human Resources Act: This act requires 

the AOC to establish, implement, maintain, evaluate and annually 

report to Congress on the agency’s personnel management system. 

The act also requires that all personnel actions affecting AOC 

employees are free from any discrimination. 

Architect’s Mobility Program (AMP): This program offers 

opportunities for employees who lack qualifying experience to 

enter other fields. This program addresses the AOC’s commitment 

to employee development, while providing continuity of talent and 

critical trade skills. 

Aspiring Leaders Program (ALP): A competitive leadership 

program that provides opportunities for high-performing nonsupervisory/lead employees.

Backlog: The total deferred maintenance plus capital renewal 

deficiencies that are expected to become deferred maintenance 

within a five-year window. 

Balanced Scorecard: A strategic planning and management system 

that assists organizations to communicate what they are trying to 

accomplish, align day-to-day work with strategy, prioritize projects, 

products and services, and measure and monitor progress towards 

strategic targets. 

Brumidi Corridors: The vaulted, ornately decorated corridors on 

the first floor of the Senate wing in the U.S. Capitol Building. They are 

named in honor of Constantino Brumidi, the 19th-century Italian artist 

who designed the murals and other major elements.

Capital Construction and Operations: Appropriation providing 

the essential construction, central management, operational support 

and professional support in connection with the facilities under the 

AOC’s care. 

Capital Improvements Plan (CIP): Projects annual funding 

requirements and provides an evaluation of capital projects based 

on key criteria, including regulatory compliance, security, mission 

accommodation, historic preservation, economic considerations, and 

energy / water / waste efficiencies.

Capitol Christmas Tree: Since 1964, a Capitol Christmas Tree is 

erected and decorated on the West Front Lawn of the U.S. Capitol 

Building to celebrate the holiday season. The AOC’s Capitol Grounds 

and Arboretum’s Director is responsible for overseeing the tree’s 

selection, installation and decoration. 

Capitol Complex Master Plan (CCMP): The comprehensive, 

20-year framework that guides the AOC in its mission to maintain, 

renovate and develop the Capitol campus. The document is updated 

approximately every 10 years.

Chief Financial Officers Act of 1990 (CFO Act): This act 

established a Chief Financial Officer in each major executive branch 

agency, assigned OMB with the responsibility for setting accounting 

and financial reporting standards, increased internal controls, 

required annual independent financial statement audits for agencies 

and established financial management systems requirements. 

Cogeneration: The Capitol Power Plant’s cogeneration system 

uses natural gas in a combustion turbine to simultaneously generate 

electricity and steam. 

Communities of Practice: Groups of individuals from shared 

trades, crafts, professions or work responsibilities that are formed to 

facilitate the exchange of insights and best practices and provide inhouse training and education opportunities. 

Congressional Gold Medal Ceremony: This ceremony recognizes 

those who have been awarded the Congressional Gold Medal by the 

U.S. Congress. Awardees are chosen based on achievements that have 

impacted American history and culture. 

Congressional Office Moves: The Member and committee 

office moves and space reassignments follow the biennial 

November elections for the United States Senate and U.S. House 

of Representatives. Related activities include managing the suite 

selection process, developing architectural layouts, moving furniture, 

painting offices, relocating and installing partitions, completing 

custom woodworking and upholstery projects and updating the 

electrical, data and telecommunications infrastructure. 

Construction Work-in-Progress (CWIP): Construction workin-progress is a general ledger account used to record both the 

direct costs and allocated indirect costs that are associated with 

constructing a fixed asset.

COVID-19 (Coronavirus Disease 2019): An infectious respiratory 

disease caused by the SARS-CoV-2 virus, a novel coronavirus 

discovered in 2019.

Corrective Maintenance: Corrective or emergency maintenance 

activities are those undertaken to identify, isolate and rectify an 

unscheduled deficiency of equipment or systems.

C-Suite: The group of executives with agencywide responsibility and 

authority to focus on operational performance, manage enterprise 

risk and maintain strong accountability. The C-suite consists of the 

principals in the Office of the Architect and the Functional Chiefs.
184 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Deferred Maintenance and Repairs (DM&R): These are 

maintenance and repairs that were not performed when they should 

have been or were scheduled to be and are delayed to a future period. 

Energy Independence and Security Act of 2007 (EISA2007): 

An act of Congress intended to move the U.S. toward greater energy 

independence and security, increase the production of renewable 

fuels, protect consumers, increase the efficiency of products, buildings 

and vehicles, promote research on and deploy greenhouse gas 

capture and storage and improve the energy performance of the 

federal government. 

Energy Savings Performance Contract (ESPC): These contracts 

represent public-private partnerships for financing energy savings 

construction projects. ESPCs have been used to finance needed 

energy preservation improvements for four operational jurisdictions 

(Capitol Building, House Office Buildings, Library Buildings and 

Grounds and Senate Office Buildings).

Enterprise Risk Management (ERM): The process by which 

management and leadership identify, assess and manage risks across 

an enterprise to make informed decisions toward risk reduction. 

Exhibition Hall: The U.S. Capitol Visitor Center’s Exhibition Hall 

is home to “E Pluribus Unum — Out of Many, One,” the exhibition 

dedicated to telling the story of the U.S. Congress and the U.S. Capitol.

Facility Condition Assessment (FCA): A recurring five-year 

program that assesses the condition of building components, systems, 

remaining useful life, deferred maintenance, capital renewal, capital 

improvement and capital construction requirements. 

Facility Condition Index (FCI): Based on an overall assessment 

of the condition of a facility. It is measured by the ratio of deferred 

maintenance costs to estimated building replacement costs. 

Federal Financial Management Improvement Act of 1996 

(FFMIA): A statute that advanced federal financial management 

by ensuring that federal financial management systems provide 

accurate, reliable and timely financial information to the government’s 

managers. 

Federal Managers’ Financial Integrity Act of 1982 (FMFIA): 

A statute amending the Accounting and Auditing Act of 1950 and 

requiring the establishment of guidelines for evaluating agencies’ 

systems of internal control with three objectives: operational 

effectiveness and efficiency, regulatory and statutory compliance and 

reliable financial reporting. 

Generally Accepted Accounting Principles (GAAP): The 

accounting concepts and standards for the U.S. government, as 

prescribed by the Federal Accounting Standards Advisory Board. 

Government Performance and Results Act of 1993 (GPRA): A 

statute that provided for the establishment, testing and evaluation 

of strategic planning and performance measurement in the federal 

government. Later amended by GPRAMA. 

Government Performance and Results Modernization Act of 

2010 (GPRAMA): A statute that updated GPRA to create a more 

defined performance framework, including the designation of crosscutting federal priority goals and agency-level priority goals. 

Heritage Asset: The buildings, structures, landscapes, fine art, 

architectural fine art, decorative art, architectural decorative art, 

monuments, memorials, archival records, photographic records, 

living botanical assets, views and vistas, archeological resources and 

stored art and architectural materials in the care of the AOC that have 

historical, architectural, artistic, cultural or educational significance. 

Integrated Design Process: A design process using early 

collaboration among representatives of each stakeholder and 

participating consultants on the project. Unlike the conventional, or 

linear design process, integrated design requires broach stakeholder 

and consultant participation.

Jurisdiction: The AOC has oversight responsibility for several 

jurisdictions. Each jurisdiction is responsible for a designated 

geographic area and/or facility of the Capitol campus. 

Leadership in Energy and Environmental Design (LEED): A 

green building certification program, sponsored by the U.S. Green 

Building Council, which recognizes best-in-class facility strategies 

and practices.

Legislative Branch Financial Management System (LBFMS): 

The consolidated shared service financial management system used 

for legislative branch financial operations. 

Living Botanical Asset: A plant specimen that should be granted 

preservation consideration. At the AOC these typically (though not 

exclusively) fall into the categories of living accessions of the U.S. 

Botanic Garden, memorial trees and plants identified as significant in 

cultural landscape reports. 

Memorial Trees: The living heritage assets planted to honor 

distinguished citizens, groups and national events. The AOC is 

responsible for the care of the memorial trees. 

National Financial Center (NFC): The U.S. Department of 

Agriculture’s shared services provider for financial management and 

human resources. The NFC administers the AOC’s payroll and benefits. 

National Statuary Hall Collection: This collection is comprised 

of statues donated by individual states (two statues each) to honor 

notable individuals in their history and is displayed throughout the 

U.S. Capitol Building and the U.S. Capitol Visitor Center. The AOC is 

responsible for the care and preservation of the entire collection. 

Presidential Inauguration: The Presidential Inauguration is 

perhaps the most widely known of the ceremonies held at the 

U.S. Capitol Building. Every four years, the AOC is responsible 

for constructing the inaugural platform on the building’s West 

Front, setting up the seating and fencing on the grounds and 

coordinating activities with the Joint Congressional Committee on 

Inaugural Ceremonies. 
185 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Preventive Maintenance: The recurring or scheduled care and 

servicing of equipment, systems and facilities to keep them in 

good operating condition by providing inspection, detection and 

correction of failures, either before they occur or before they develop 

major defects. 

Reimbursable Accounts: The AOC has reimbursable 

budget authority provided by statute to establish certain 

reimbursable agreements. See Appendix G: Reimbursable 

Accounts Summary. 

Short Ton: A unit of weight equal to 2,000 pounds. 

State of the Union Address: The State of the Union address is 

derived from the U.S. Constitution, which states: “He (the president) 

shall from time to time give to the Congress information of the State 

of the Union.” The AOC works behind the scenes to ensure that 

everything is impeccable for this important event, including readying 

the House Chamber where the address occurs. 

Strategic Plan: A document that sets organizational goals and 

develops a blueprint for the agency’s future direction.

Sustainable SITES Initiative® (SITES®): A standards and 

certification system for sustainable landscape development and 

management created through a partnership of the American Society 

of Landscape Architects, the Lady Bird Johnson Wildflower Center at 

The University of Texas at Austin and the U.S. Botanic Garden. 

Statue of Freedom: The bronze Statue of Freedom is the crowning 

feature of the U.S. Capitol Dome. The statue’s plaster model is on 

display in the U.S. Capitol Visitor Center’s Emancipation Hall. 

Union Square: The 13-acre plaza to the west of the U.S. Capitol 

Building containing the Ulysses S. Grant Memorial and the Capitol 

Reflecting Pool. In 2011, the property was transferred from the 

National Park Service to the AOC. 

U.S. Capitol Dome: The U.S. Capitol Dome, situated atop the U.S. 

Capitol Building, was designed by the fourth Architect of the Capitol, 

Thomas U. Walter. Construction of the 8.9-million-pound cast-iron 

Dome began in 1855 and was finished in 1866. 

U.S. Capitol Grounds: The U.S. Capitol Grounds are comprised 

of the approximately 286 acres of grounds that provide a park-like 

setting for the U.S. Capitol. The grounds were designed by noted 

American landscape architect Frederick Law Olmsted and designated 

an accredited arboretum in 2017. 

U.S. Capitol Rotunda: The large, domed, circular room located 

in the center of the U.S. Capitol Building. The Rotunda is visited by 

thousands of people daily and is also used for ceremonial events. 

U.S. Capitol Visitor Center (CVC): The U.S. Capitol Visitor Center 

is the newest addition to the U.S. Capitol Building. The facility opened 

in December 2008 and is located underground on the east side of the 

U.S. Capitol.
186 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

A

ACM Asbestos-Containing Materials

ADA Americans with Disabilities Act

AFSCME American Federation of State, County and Municipal 

Employees

AGA Association of Government Accountants

AIA American Institute of Architects

AICPA American Institute of Certified Public Accountants

AOC Architect of the Capitol

AMP Asset Management Plan

B

BASnet Building Automation System Network

BBTU Billion British Thermal Unit

BFEM Treasury’s Budget Formulation and Execution Manager

C

CAO Chief Administrative Officer

CAP Cross-Agency Priority Goals

CARES Act Coronavirus Aid, Relief and Economic Security Act

CARS Central Accounting Reporting System

CBA Collective Bargaining Agreement

CCM Certified Construction Manager

CCMP Capitol Complex Master Plan

CCRC Central Contractor Registration Connector

CDO Chief Data Officer

CEAR Certificate of Excellence in Accountability Reporting

CERCLA Comprehensive Environmental Response, 

Compensation and Liability Act

CFM Certified Facilities Manager

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act

CGFM Certified Government Financial Manager

CHW Chilled Water

CIR Collections Information Repository

COTS Commercial Off-the-Shelf

COVID-19 Coronavirus Disease 2019

CPP Certified Professional Photographer

CSRS Civil Service Retirement System

CVC U.S. Capitol Visitor Center

CWIP Construction Work-in-Progress

D

DATA Act Digital Accountability and Transparency Act

DBID Data and Business Intelligence Division

DI/DR Diversity, Inclusion and Dispute Resolution

DM&R Deferred Maintenance and Repairs

DOL U.S. Department of Labor

E

EAM Enterprise Asset Management

EAMSC EAM Steering Committee

EAP Employee Assistance Program

EEO Equal Employment Opportunity

EISA2007 Energy Independence and Security Act of 2007

EPAct Energy Policy Act of 2005

ERM Enterprise Risk Management

ESPC Energy Savings Performance Contract

ETS Enterprise Training Solutions

EUI Energy Usage Intensity

F

FAIA Fellow, American Institute of Architects

FASAB Federal Accounting Standards Advisory Board

FBWT Fund Balance with Treasury

FCA Facility Condition Assessment

FCI Facility Condition Index

FECA Federal Employees Compensation Act

FEGLI Federal Employees Group Life Insurance

FEHB Federal Employees Health Benefits

FERS Federal Employees Retirement System

FEVS Federal Employee Viewpoint Survey

FFCRA Families First Coronavirus Response Act

FFMIA Federal Financial Management Improvement Act

FISMA Federal Information Security Management Act

FMFIA Federal Managers’ Financial Integrity Act of 1982

FMLA Family and Medical Leave Act

FSO Financial Systems Office

FY Fiscal Year

Appendix I

Abbreviations and Acronyms
187 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

G

GAAP Generally Accepted Accounting Principles

GAO U.S. Government Accountability Office

GPO U.S. Government Publishing Office

GPRA Government Performance and Results Act

GPRAMA GPRA Modernization Act

GSA U.S. General Services Administration

GSF Gross Square Feet

GTAS Governmentwide Treasury Account Symbol Adjusted 

Trial Balance System

H

HCMD Human Capital Management Division

HR Act Architect of the Capitol Human Resources Act

HUBZone Historically Underutilized Business Zones

I

I&I Injuries and Illnesses

IBEW International Brotherhood of Electrical Workers

ICS Inventory Control System

IPAC Intragovernmental Payment and Collection

IPM Integrated Pest Management

IPP Invoice Processing Platform

IRMD Integrated Risk Management Division

ISO International Organization for Standardization

ITD Information Technology Division

J

JCCIC Joint Congressional Committee on Inaugural 

Ceremonies

K

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

kWh Kilowatt Hours

KPI Key Performance Indicator

L

LBFMS Legislative Branch Financial Management System

LEED AP Leadership in Energy and Environmental Design 

Accredited Professional

Library Library of Congress

M

MB Megabytes

MD&A Management’s Discussion and Analysis

MMBTU Metric Million British Thermal Units

MODA Multi-Objective Decision Analysis

MWh Megawatt Hours

N

NFC National Financial Center

NIST National Institute of Standards and Technology

O

OAP Office of Attending Physician

OCAO Office of the Chief Administrative Officer

OCE Office of the Chief Engineer

OCFO Office of the Chief Financial Officer

OCO Office of the Chief of Operations

OCSO Office of the Chief Security Officer

OCWR Office of Congressional Workplace Rights

ODS Operational Data Store

OGC Office of General Counsel

OIG Office of Inspector General

OMB Office of Management and Budget

OPM U.S. Office of Personnel Management

OSHA Occupational Safety and Health Administration

P

P3 Public-Private Partnership

PAM Payment Automation Manager 

PAR Performance and Accountability Report

PCES Performance, Communication and Evaluation System

PE Professional Engineer

PIIA Payment Integrity Information Act of 2019

PIC Project Information Center

P.L. Public Law

PMIS Project Management Information System

PP&E Property, Plant and Equipment

PTIB Photography and Technical Imaging Branch

PY Prior Year

Q

QFR Quarterly Financial Review
188 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

R

RISE Respect, Integrity, Safety, Empowerment

RMAB Records, Management and Archives Branch

RPA Robotic Process Automation

S

SAM System for Award Management

SAMP Strategic Asset Management Plan

SCC Office of Safety and Code Compliance

SCNP Statement of Changes in Net Position

SFFAS Statement of Federal Financial Accounting Standards

SITES® Sustainable SITES Initiative

SNC Statement of Net Cost

SSAA Senate Sergeant at Arms

T

Treasury U.S. Department of Treasury

U

UCFE Unemployment Compensation for Federal Employees

UESC Utility Energy Service Contract

ULO Unliquidated Obligation

USBG U.S. Botanic Garden

U.S.C. United States Code

USSGL U.S. Standard General Ledger

V

VEMP Visitor Experience Master Plan
189 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix J

Websites

PAGE DESCRIPTION URL

1 PAR https://www.aoc.gov/what-we-do/publications/performance-accountability-report

1 PAR Highlights Report https://www.aoc.gov/what-we-do/publications/performance-accountability-report

8 AOC Areas of Expertise https://www.aoc.gov/what-we-do/areas-expertise

10 AOC YouTube Channel https://www.youtube.com/uscapitol

11 Organizational Structure https://www.aoc.gov/about-us/organizational-structure

12 AOC OIG Reports https://aocoig.oversight.gov

13 Tholos Magazine https://www.aoc.gov/what-we-do/publications/tholos-magazine

13 Office of the Chief Administrative Officer https://www.aoc.gov/about-us/organizational-structure/office-chief-administrative-officer

13 Office of the Chief Engineer https://www.aoc.gov/about-us/organizational-structure/office-chief-engineer

13 Office of the Chief Financial Officer https://www.aoc.gov/about-us/organizational-structure/office-chief-financial-officer

13 Office of the Chief of Operations https://www.aoc.gov/about-us/organizational-structure/office-chief-operations

13 Office of the Chief Security Officer https://www.aoc.gov/about-us/organizational-structure/office-chief-security-officer

13 Capitol Building Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/capitolbuilding-jurisdiction

13 Capitol Grounds and Arboretum Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/capitolgrounds-arboretum-jurisdiction

14 Capitol Power Plant Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/capitolpower-plant-jurisdiction

14 House Office Buildings Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/houseoffice-buildings-jurisdiction

14 Library Buildings and Grounds Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/librarybuildings-grounds-jurisdiction

14 Senate Office Buildings Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/senateoffice-buildings-jurisdiction

14 Supreme Court Building and Grounds Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/supremecourt-building-grounds-jurisdiction

15 U.S. Botanic Garden Jurisdiction https://www.aoc.gov/about-us/organizational-structure/office-chief-operations/botanicgarden-jurisdiction

15 U.S. Capitol Visitors Center Jurisdiction https://www.aoc.gov/about-us/organizational-structure/capitol-visitor-center-jurisdiction

21 Capitol Grounds Recognized as Level III Arboretum https://www.aoc.gov/about-us/news-notices/us-capitol-grounds-recognized-level-iii-arboretum

30 U.S. Botanic Garden Plant Collections https://www.usbg.gov/plant-collections

26 American Experience Augmented Reality App https://www.meta.com/experiences/1545812398780175/

33 Willa Cather Statue https://www.aoc.gov/explore-capitol-campus/art/willa-cather-statue

123 Trees on the Capitol Grounds https://www.aoc.gov/explore-capitol-campus/buildings-grounds/capitol-building/capitolgrounds/trees

154 Payment Accuracy Website https://www.paymentaccuracy.gov/

178 Stone Preservation Projects Capitol Campus https://www.aoc.gov/what-we-do/projects/stone-preservation-capitol-campus

180 Exhibits at the USBG https://www.usbg.gov/visit/exhibits

180 Exhibits at the CVC https://www.visitthecapitol.gov/explore/exhibitions

191 AOC Website https://www.aoc.gov

191 The Architect's Virtual Capitol https://www.aoc.gov/virtual-capitol
190 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Appendix K

Acknowledgements 

This Performance and Accountability Report was produced with the energies and talents of the AOC staff. To these dedicated individuals, we offer 

our sincerest thanks. We recognize the following individuals for their contributions:

Chere Rexroat, RA

Acting Architect of the Capitol 

and Chief Engineer

Joseph DiPietro

Chief of Operations

Valerie Hasberry 

Chief Security Officer

Joseph Abriatis

Peggy Almanza

Mona Amatie, CGFM

Laila Atayee

Matthew Aye

Teresa Bailey

Natalie Barnes, CGFM

Lawrence Barr

Raynell Bennett

Margaret Bergamini, PE, CCM, 

PMP, LEED AP

Thomas Bergeron

Jennifer Blancato 

Jessica Blanche

Susanne Bledsoe

Dorothy Blum 

Joe Bocianoski, CCM

Lauren Borchard

Franklin Bradley

Tamiko Bryant 

Casey Cahill

Christine Camera

Joseph Campbell, PE

Carol Campos

Tom Casey

Michael Cason

Douglas Chiles

Michelle Chin, PMP

Trista Claxon

Kayla Close

Kimberly Coats

Michele Cohen, Ph.D. 

Ernita Collins 

Sarah Davis

Migdali Delgado

Barron Dill

Devin Dotson

James Drummond

Brian Duchesneau

Michael Dunn

Patrick Easton

Mary Ehrhardt 

Kristen Frederick

Angela Freeman

Mark Galvan

Sean Greene

Diane Gutierrez

Thomas Hatzenbuhler

Bonnie Holod, AIA, LEED AP

Charles Iliff, PE

Stephanie Jones, PE

Ariel Kahan

James Kaufmann

Justin Kieffer

Paul Kirkpatrick, AIA, LEED AP

Brian Kohler

Cesar Korzeniewicz

Christine Leonard

Michael Lewis

Doug Lipscomb

Latania Maise

Albert Martin 

Leslie Matthaei

Jason McIntyre

Curtis McNeil

Michaela McNichol

Suzanne Mead

Takiylia Middleton 

Jonathan Migas

Chris Miles

Kristy Miller

Erin Nelson

Kirk Nelson 

Cristin O’Brien

Mary Oehrlein, FAIA

Joe Okes 

Fay Ott

Tina Pearson

Susan Pell, Ph.D. 

Fatimah Pierce, Ph.D.

Christopher Potter

Mark Reed, PE, CFM

Randy Robinson

Dewitt Roseborough III 

James Rosenthal

Michael Shirven, PE

Mark Siegelman

Victoria Singer

Nancy L. Skinkle, AIA, LEED AP 

Ganella Smith, Ph.D.

Diane Soriano

JaCina Stanton-Buttrom 

Eric Swanson

Brandon Terry

Janice Thomas

Deatra Trinidad, CFM 

Kyle Wallick

David Wilder, RA, PMPMi

Christal Williams

Patricia Williams

Darryl Williamson

Elizabeth Yoder, CPP

We offer special thanks to the Photography and Technical Imaging Branch for providing the photographs contained in this report.

The FY 2023 Performance and Accountability Report was prepared with the assistance of ILION Management Strategies LLC 

and graphically designed by OmniStudio, Inc.

Deloitte assisted with the preparation of the AOC’s financial statements.

This report is issued with data as of November 15, 2023.
191 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Fiscal Year 2023 Performance and Accountability Highlights 

Map of the U.S. Capitol Campus

Who We Are: The Architect of the Capitol (AOC) is responsible for the care and operation of the U.S. Capitol campus, which includes more than 

18.5 million square feet of facilities, 570 acres of grounds and thousands of works of art. AOC employees work behind the scenes 24 hours per day 

to preserve the historic buildings and grounds on the Capitol campus, provide Congress and the Supreme Court with modernized facilities and 

infrastructure to conduct their business and inspire memorable experiences for visitors.

Established: The AOC traces its origins to 1793 and was formally 

established by congressional legislation in 1876.

Branch of Government: Legislative

Leadership: Chere Rexroat, RA, Acting Architect of the Capitol

Number of Permanent Employees: 2,250 as of September 30, 2023

Fiscal Year 2023 Budget Authority: $1,344.2 million

Mission: Serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences.

Vision: Working together, we strengthen and showcase the 

foundation, facilities and functions supporting American democracy.

Website: http://www.aoc.gov

DID YOU KNOW?

The AOC serves as steward for the U.S. Capitol Building, 

the U.S. Capitol Visitor Center, the House and Senate office 

buildings, the Library of Congress buildings, the Supreme 

Court of the United States, the U.S. Botanic Garden, the 

Capitol Power Plant and other surrounding grounds and 

facilities. The major facilities on the Capitol campus that 

fall under the AOC’s care are displayed in the figure below. 

A virtual tour of the Capitol campus is available at: http://

www.aoc.gov/virtual-capitol

Appendix L

Citizen-Centric Report
192 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Performance Results in Brief

In Fiscal Year (FY) 2023, the AOC tracked progress toward four 

strategic goals:

 Maintain Awe-Inspiring Facilities

 Provide Extraordinary Services 

 Foster an Innovative and Empowered Workforce

 Operate as One Team, Dedicated to One Mission

As part of the Bridge Strategic Plan that covers FY 2022 through FY 

2025, the AOC added six strategic objectives to these goals. 

The AOC’s strategic objectives include:

 AOC University

 Building Official

 Cultural Behaviors Transformation

 Enterprise Asset Management

 Human Capital Strategy

 Capitol Complex Master Plan and Strategic Plan

The table below shows the the agency’s most critical key performance 

indicators aligned with the Strategic Plan.

Summary of Key Performance Indicators

STRATEGIC GOAL / 

STRATEGIC OBJECTIVE KPI TYPE KPI TARGET RESULTS

Strategic Goal 1: 

Maintain Awe-Inspiring Facilities  Operational KPI  Reduce Cumulative Energy Intensity Use  ≥46.0%  51.4% 

Met

Strategic Goal 1: 

Maintain Awe-Inspiring Facilities  Operational KPI  Facility Condition Index  ≤51.9%  59.3% 

Not Met

Strategic Goal 2: 

Provide Extraordinary Services  Operational KPI  Customer Satisfaction With Projects  ≥90.0%  91.9%  

Met

Strategic Goal 2: 

Provide Extraordinary Services  Operational KPI  Tenant Survey ≥90.0%  76.0% 

Not Met

Strategic Goal 3: 

Foster an Innovative and Empowered Workforce  Operational KPI  External Safety Inspection Findings  < 1,408 145 

Met

Strategic Objective: AOC University  Strategic KPI  Percent of Courses with Participant Satisfaction Evaluations Establish Baseline  Met

Strategic Objective: Building Official Strategic KPI  Complete Construction Projects Plan Reviews within 

14 Working Days >50% 83% 

Met

Strategic Objective: Building Official Strategic KPI  Complete Requested Inspections on Agreed Upon Date Complete Inspections Met

Strategic Objective: Building Official Strategic KPI  Provide Inspection Reports Within Three Working Days of 

Performance of Inspection Provide Reports Met

Strategic Objective: Building Official Strategic KPI  Publish Annual Report on Quality, Timeliness and 

Lessons Learned Complete Report Met

Strategic Objective: 

Enterprise Asset Management  Strategic KPI 

Jurisdictions Within Scope of the Current Asset Management 

System Publish Asset Manament Plan and Meet Requirements 

Prescribed in the Strategic Asset Management Plan

100%  100% 

Met

Strategic Objective: 

Enterprise Asset Management  Strategic KPI  Complete ISO Certification Process and Achieve ISO Certification for One System 

Complete 

Certification Not Met

Strategic Objective: 

Enterprise Asset Management  Strategic KPI  Develop Cost Baseline Report Develop Report Met

Strategic Objective: 

Enterprise Asset Management  Strategic KPI  Complete MODA Pilot Report Findings, Recommendations and Draft Policy Document

Complete Report 

and Draft Policy Met

Strategic Objective: Human Capital Strategy  Strategic KPI  Reduce the Time to Hire — Direct Hire Positions  ≤50 Days 45.6 Days 

Met

Strategic Objective: Human Capital Strategy  Strategic KPI  Reduce the Time to Hire — Competitive Positions  ≤110 Days 102.6 Days 

Met

Strategic Objective: Human Capital Strategy  Strategic KPI  Increase the Internal Promotion Rate  ≥8.0%  8.3

Met

Strategic Objective: Human Capital Strategy Strategic KPI  Reduce the Voluntary Turnover Rate  ≤13.0%  7.3

Met

Strategic Objective: Human Capital Strategy Strategic KPI  Reduce the Average Cost Per Hire — Competitive Positions  ≤$5,302 $5,685

Not Met

Strategic Objective: Human Capital Strategy Strategic KPI  Employment Engagement Establish Baseline Met

Strategic Objective: Human Capital Strategy Strategic KPI  Training Availability Satisfaction Establish Baseline Met

Strategic Objective: Human Capital Strategy Strategic KPI  Architect’s Mobility Program Positions 15 2 

Not Met

Strategic Objective: Human Capital Strategy Strategic KPI  Career Ladder and Detail Positions 25 29

Met
193 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

Select Financial and Related Nonfinancial Data

Dollars in Millions

FY 2023 FY 2022

PERCENT 

CHANGE

Total Assets $ 4,597.6 $ 3,961.4 16%

Total Liabilities $ 563.4 $ 479.8 17%

Total Net Position $ 4,034.2 $ 3,481.6 16%

Total Revenues $ 62.8 $ 83.7 (25%)

Total Net Cost of Operations $ 827.6 $ 705.1 17%

Total Appropriations $ 1,344.2 $ 788.3 71%

Facility Space Managed 

(Square Feet)

>18.5 

million

>18.4 

million -%

Grounds Managed (Acres) >570 >570 -%

Full-Time Employees 2,530 2,444 4%

Independent Auditor’s Internal Control Findings

FY 2023 FY 2022

Material 

Weakness None

Control Gap Identified for 

Retrospective Reviews of 

Estimates

Significant 

Deficiencies None None

Financial Results in Brief

As evidence of our commitment to financial accountability and 

transparency, in FY 2023 the AOC received its 19th consecutive 

unmodified (clean) audit opinion on its financial statements. 

Summary of Total Assets

Trend in Total Appropriations

 

 

Summary of Total Liabilities

 

Total assets increased by $636 million (16 percent) over the FY 2022 amount 

in FY 2023. 

Total liabilities increased by $84 million (17 percent) over the FY 2022 amount 

in FY 2023.

Total appropriations increased by $556 million (71 percent) over the FY 2022 

amount in FY 2023. 

Trend in Net Cost of Operations 

 

 

The Net Cost of Operations increased by $123 million (17 percent) over the FY 

2022 amount in FY 2023.
194 Appendices

ARCHITECT of the CAPITOL • 2023 Performance and Accountability Report

The Capitol campus fully reopened to pre-COVID-19 levels levels in FY 2023, marking the third and final phase of the reopening process.

Forward-Looking Information 

in Brief

The AOC identified and prioritized the following critical 

enterprise-level risks for FY 2023:

Recruitment and Retention: The risk that the AOC does not 

effectively attract, develop, engage, reward and/or retain a highly 

skilled, motivated and diverse workforce, which directly impacts the 

ability to advance the agency mission, vision and values. 

Physical Security: The risk that the AOC fails to protect people, 

property, physical assets and information from threats, actions and 

undesirable events that could cause damage and/or loss.

Cybersecurity: The risk of network intrusion by malicious internal 

and external threats.

IT Infrastructure: The risk that the AOC does not have a 

proper IT infrastructure in place to support current and future 

technology requirements.

Critical Infrastructure Failure: The risk of critical infrastructure 

failure due to aging facilities, extreme weather, accidents or 

cyberattacks will significantly delay AOC mission and operations. 

Deferred Maintenance and Capital Renewal: The risk that 

the AOC does not obtain the resources required or implement the 

processes needed to adequately reduce the deferred maintenance 

and capital renewal backlog.

Workplace Health and Safety: The risk that the AOC fails to 

provide a physically and emotionally safe work environment.

Data Quality and Governance: The risk that decision-quality data 

is not readily available to achieve priority initiatives and there is no 

established data governance structure, which comprises data security.

Expectation (External Communications): The risk that the AOC 

does not manage the needs and expectations of stakeholders (i.e., 

clients, customers and oversight entities) based on the actual level of 

capacity the AOC must fulfill requests.

Life Cycle Project Management: The risk that the AOC projects 

are not effectively planned, scoped and executed within the approved 

parameters (i.e., cost, schedule, delivered safely, high quality and with 

minimal client disruption).

Manager-Employee Engagement Expectations (Internal 

Communications): The risk that the AOC is not intentional in 

regularly and timely communicating agency priorities and other 

essential information with employees across the agency.

The AOC’s Office of Inspector General identified additional management 

opportunities and performance challenges facing the organization: 

accessibility, auditability and records retention, whistleblower 

protections, working capital fund and waste and accountability.

The AOC Performance and Accountability Highlights provides a 

summary of the FY 2023 Performance and Accountability Report, 

following the Citizen-Centric Reporting model established by 

AGA. The full report is available online at: www.aoc.gov/par.

For more information about the Architect of the Capitol, visit 

our website at: www.aoc.gov. This report is issued with data as 

of November 15, 2023.
For more information about the Architect of the Capitol, visit our website at: www.aoc.gov

Electronic copies of this report and its companion highlights report are available on the AOC website: www.aoc.gov/par. 

WE WOULD LIKE TO HEAR FROM YOU

We welcome your comments on how we can make this report more informative for our readers. Please send your comments to: aocpar@aoc.gov

CONNECT WITH US ON SOCIAL MEDIA

@ArchitectoftheCapitol @uscapitol

@uscapitol @uscapitol

@uscapitol @aochiring

@architect-of-the-capitol @uscapitol

RELATED WEBSITES

U.S. Botanic Garden: www.usbg.gov

U.S. Capitol Visitor Center: www.visitthecapitol.gov

THOLOS MAGAZINE

Tholos, the AOC’s quarterly digital employee 

magazine, provides stories that communicate the 

AOC’s mission to serve, preserve and inspire. The 

magazine is available at: www.aoc.gov/what-wedo/publications/tholos-magazine. 

THE AOC ON MOBILE DEVICES

An e-reader mobile version of this report is available (for mobile 

tablets only) in the Apple iTunes Store and the Android Google 

Play store. 

The mobile apps provide information about the agency and the 

Capitol campus for staff, visitors and the American public. The 

apps include:

 State Statues in the Capitol

 U.S. Capitol Grounds

 U.S. Capitol Rotunda

 U.S. Capitol Visitor Guide

A full directory of the AOC’s official social media accounts is available at: www.aoc.gov/social-media-directory

This report is issued with data as of November 15, 2023.
U.S. Capitol | Washington, DC 20515

www.aoc.gov